2011 Annual Report - Parliament of Victoria

Transcription

2011 Annual Report
Mt Baw Baw Alpine Resort Management Board
Address to The Minister
January 2012
The Honourable Ryan Smith, MP
Minister for Environment and Climate Change
Level 7, 8 Nicholson St
EAST MELBOURNE VIC 3002
Dear Minister Smith
MT BAW BAW ALPINE RESORT MANAGEMENT BOARD – ANNUAL REPORT
We have much pleasure in submitting to you for presentation to Parliament, the Annual Report of the Mt Baw Baw Alpine
Resort Management Board, covering the period 1 November 2010 to 31 October 2011.
The Annual Report has been prepared in accordance with the Financial Management Act 1994 and the Alpine Resorts
(Management) Act 1997.
On behalf of the Board, we extend our appreciation for your support and also the support and cooperation of the
Department of Sustainability and Environment throughout the year.
Yours sincerely,
Ralph Booth
Leona Turra
CHAIRPERSON
BOARD OF MANAGEMENT
CHIEF EXECUTIVE OFFICER
ALPINE RESORTS 2020 STRATEGY
‘Four Season, vibrant, sustainable resorts’
MT BAW BAW BOARD
The Alpine Resort 2020 Strategy, released in June 2004
follows on from the earlier 2020 discussion paper and
the Alpine Resorts Reform Package, and articulates the
Government’s commitment to supporting environmentally
sustainable development in the Alpine Resorts.
The 2020 Alpine Strategy guides the long term planning
and management of Victoria’s six Alpine Resorts,
recognised as unique assets facilitating access to a scarce
resource – the Australian alpine environment.
Mt Baw Baw contributed actively to the development of
the 2020 Strategy and, in 2011, has significantly worked
towards addressing the statement of strategic direction
through the Draft Strategic Management Plan. The Board
has utilised the elements of the 2020 Strategy, those
being:
— Climate Change
— Development of the Resorts
— Environmental Management
— Resort Use and Visitation
— Vibrant Resorts
— Stewardship of Public Land
Mt Baw Baw will continue to identify and implement
future opportunities that will further facilitate this strategic
direction.
The Mt Baw Baw Alpine Resort Management Board (Mt
Baw Baw Board) is responsible for the development and
management of the Mt Baw Baw Alpine Resort, situated at
an altitude of approximately 1500 metres and bound on all
sides by the Baw Baw National Park.
The Mt Baw Baw Board assumed management of the
Mt Baw Baw Alpine Resorts from the former Alpine
Resorts Commission on 1 May 1998 and is accountable
for the development, promotion, management and
use of the Resort on a sustainable basis. It provides a
diverse range of services and performs its functions in an
environmentally sound way.
The Board operates under the Alpine Resorts
(Management) Act 1997. The Act was amended in 2004.
The Act sets out the objectives for the management of
Victoria’s alpine Resorts and aligns with the Victorian
Governments Alpine Resorts 2020 Strategy and the
Alpine Resorts reform package of 2003. Resort use is to
be for Alpine recreation and tourism, in all seasons of the
year, and accessible to persons from varied cultural and
economic groups. The management of the Resort is to be
undertaken in a manner which is respectful of the alpine
environment having regard to economic, environmental
and cultural sustainability.
© State of Victoria, Mt Baw Baw Alpine Resort Management
Board 2011.
This publication is copyright. No part may be reproduced by
any process except in accordance within the provisions of
the Copyright Act 1968.
MT BAW BAW ALPINE RESORT
MANAGEMENT BOARD
CONTACT INFORMATION
Mt Baw Baw Alpine Resort
Management Board
PO Box 117, Rawson VIC 3825
Phone: 03 5165 1136
Facsimile: 03 5165 1125
Email: [email protected]
Web: www.mountbawbaw.com.au
Map Reference: Melways Map 528 C5
ABN: 30 402 472 781
Families and Fun
Nature at its best
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This Report, prepared by the Mt Baw Baw Alpine Resort Management Board (the Board), covers the period 1 November
2010 to 31 October 2011, in accordance with the relevant provisions of the Financial Management Act 1994 and the
Alpine Resorts (Management) Act 1997.
The standard design and layout for Annual Reports, as standard FRD 30A, has been adhered to in this Report.
Contents
Page
Address to the Minister ............................................................................................................................... Inside Front Cover
Mt Baw Baw Alpine Resort Management Board contact information ...........................................................
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Overview
Chairperson’s Report...................................................................................................................................................
2011 Highlights and Statistics ....................................................................................................................................
Financial Review of Operations and Financial Conditions ..........................................................................................
Chief Executive Officer’s Report .................................................................................................................................
Corporate Governance
The Mt Baw Baw Alpine Resort Management Board..................................................................................................
Mission / Vision / Values .............................................................................................................................................
Board Functions ..........................................................................................................................................................
Sustainable Alpine Resorts – A Framework For Discussion ......................................................................................
Organisational Structure .............................................................................................................................................
Board Appointments ...................................................................................................................................................
Board Meeting Attendance Register ...........................................................................................................................
Audit, Risk Management and Compliance Committee ...............................................................................................
Board Member Profiles ...............................................................................................................................................
Workforce and Organisational Development ..............................................................................................................
Freedom of Information ..............................................................................................................................................
Reporting Requirements under the Financial Management Act 1994 ....................................................................
Community Group(s) Accountability ..........................................................................................................................
Reporting Requirements Under The Whistleblowers Protection Act 2001 ............................................................
Report of Disclosures..................................................................................................................................................
Fair Trading Act 1999.................................................................................................................................................
Information Privacy .....................................................................................................................................................
Research and Development ........................................................................................................................................
Building Act 1993 .......................................................................................................................................................
Statutory Reporting .....................................................................................................................................................
Mt Baw Baw Alpine Resort Management Board Objectives and KPIs .......................................................................
KPI Economic Scorecard ............................................................................................................................................
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MT Baw Baw - All Year For All People
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Contents: continued
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Resort Report
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Finance
Climate Change ....................................................................................................................................................
Use and Visitation ................................................................................................................................................
Development ........................................................................................................................................................
Vibrant Economy..................................................................................................................................................
Environmental Management ................................................................................................................................
Environmental KPI Scorecard ..............................................................................................................................
Stewardship .........................................................................................................................................................
Operations ............................................................................................................................................................
Tourism ................................................................................................................................................................
Hospitality.............................................................................................................................................................
Marketing .............................................................................................................................................................
Strategic Awareness and Engagement ................................................................................................................
A Caring Community............................................................................................................................................
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Table of Contents .........................................................................................................................................................
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Declaration by Accountable Officers ...........................................................................................................................
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Comprehensive Operating Statement .........................................................................................................................
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Balance Sheet ..............................................................................................................................................................
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Statement of Changes in Equity ..................................................................................................................................
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Cash Flow Statement...................................................................................................................................................
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Notes to the Financial Statements............................................................................................................................... 69-83
Auditor General’s Report ............................................................................................................................................. 84-85
Compliance Index ................................................................................................................................. Inside Back Cover
Tables Index
Table A: Five Year Financial Summary ........................................................................................................................
Table B: Board Meeting Attendance Register..............................................................................................................
Table C: Report of Disclosure to 31 October 2010 .....................................................................................................
Table D: Overview Ten Year Operations Statistics.......................................................................................................
Table E: Resort Visitation.............................................................................................................................................
Table F: White Season Visitation Trends .....................................................................................................................
Table G: Visitor Days ...................................................................................................................................................
Table H: Snowfall vs Visitor Days................................................................................................................................
Table I: Green Season Visitation Trends......................................................................................................................
Table J: Yield................................................................................................................................................................
Table K: Visitor Days and Income ...............................................................................................................................
Table L: Mt Baw Baw Skier Days.................................................................................................................................
Table M: Injuries By Percentage 2011.........................................................................................................................
Table N: Incidents By Month(i) and Incidents Percentage Comparision in 2011 (ii) .................................................
Table O: Operational Ski Patrol Statistics 2011...........................................................................................................
Table P: Snow Sports School Trends (i) and (ii).........................................................................................................
Table Q: Snow Sports Lessons: By Discipline (i) and Alpine Group Lessons (ii) ......................................................
Table R: 2011 Pricing Resort Entry .............................................................................................................................
Table S: 2011 Lift Pricing ............................................................................................................................................
Table T: Accommodation Income by Year...................................................................................................................
Table U: Retail Income Year Comparison....................................................................................................................
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2011 Overview
CHAIRPERSON’S REPORT 2010– 2011
2011 was another year of challenges and a salutary reminder of
possible future snow seasons as we reach a turning point in the
transformation of the Resort to an ‘all season’ destination.
Following an extensive consultation process. our Strategic
Management Plan for the next 5 years was gazetted in
September 2011, providing a sound basis for our future
direction and confronting the challenges ahead.
An early promising start to the 2011 snow season was quickly
followed by the warmest August on record and an early closure
to the snow season. This warm August and early closure
demonstrated how delicately poised our financial situation is, in
that even after receiving an Appropriation which was sufficient
to carry us through to the following season in a normal year, we
will need to seek additional funding as well as tighten our belts
further, this coming year.
Even with this early closure, we successfully launched the Snow
and Penguins package in international markets, which was very
well received by families in these international markets. This
demonstrates the potential commercially based partnerships
that we can foster across Government.
The growth in Visitor numbers in the non-winter period is now
at the point where they will soon exceed snow-based visitors.
Capitalising on this turning point and transforming the resort
to an all season destination will require close collaboration with
Government and stakeholders to be successful.
Visitors seem to be discovering the natural beauty of the Mt
Baw Baw landscape when there is no snow on the ground.
Our Chief Executive Officer, Ms Leona Turra announced her
retirement due to health reasons after many years of dedication
to Mt Baw Baw. The journey has been testing but I think the
public value of Mt Baw Baw is emerging and being understood.
I would like to welcome Jacqueline McLeod as our new Board
member.
On behalf of the Board, I wish to express our thanks to the
management, staff, local and Government stakeholders for
your loyalty, commitment and the many hours of time, that you
have devoted to helping the Resort plan and transform to an all
season destination. It is truly appreciated.
Ralph Booth
CHAIRPERSON
Leadership and Staff: 2011
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Recreation and Leisure
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2011 Highlights and Statistics
The following highlights and statistics summarise the
2010/2011 season.
White Season Visitor Days: 52,347 (67,068 last year).
Green Season Visitation: 50,611 (46992 in 2009/10). (Note
that previously the five year visitation had peaked at 34,824 in
2007/08).
Max Snow Cover: 45 cm (115 cm last year).
Total Snowfall for season: 89 cm (196 cm last year).
Ski Lift Operating Days: 51 including limited days of Resort
operation and snow making areas (76 full Resort days last year).
Skier Days: 22,978 (37,609 last year) a decrease of 39% on
2010 figure.
Snow Sports Lessons: 2,762 this year versus 2,758 last year
(1,842 ‘first timers’ this year versus 2303 ‘first timers’ last year),
which shows delivery of over 80% of lessons going to first time
learners.
Ski Trails Operated: 10 of 30 hectares.
Major Events:
— Australian Downhill Mountain Bike Series – March 2011
— Victorian Mt Baw Baw Downhill Mountain Bike – March 2011
— Baw Baw Classic – Cycling Event – April 2011
— Forum Battle of Baw Baw and Christmas in July – July 2011
— Chicks with Stix – August 2011
— Baw Baw Belles – August 2011
Snow Making:
— Operated 12 guns (covering 1/3 of downhill areas).
Strategic Direction:
— The Resort’s Green and White Season Tourism and
marketing strategies were reviewed and updated
— Big Air Bag (BAB) was open in Green Season (first All Year
BAB in the Southern Hemisphere)
— Terrain Parks were upgraded and expanded with great new
features
— Learn To Ride Program increased dramatically
— Commercial relationship with Burton Snowboards continued
— The Resort’s Guest Services Division attracted additional
business in all areas: Transport (Baw Baw Betty, Bob and
Bruce); the Lodge Cleaning and Opening Service; the Linen
Service; and the Accommodation Booking Service
— A sponsorship partnership continued with the Cactus Black
Group
— A sponsorship partnership continued with RPS
— The Resort’s Corporate Plan was developed
— Kirstie Marshall continued her relationship with ‘Kirstie’s
Kids’
— We conducted our fourth annual Retailer Day (on and off the
mountain)
— All Year Tube Park operational and proving to be very popular
—Dry Slope toboggan run to extend all year products
Corporate:
— Resort visitors continued to gain benefits from the full
integration of visitor services, ski lifts, ski patrol, snow
sports, food and beverage services, transport services and
retail services
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— An additional one Point of Sale (now 10 Points of Sale) were
connected to RTP, the Resort’s integrated data base which
offers better customer information; an integrated customer
account; and better cash transaction and inventory tracking
systems
— The Resort’s Website was updated; real time Resort camera
coverage continued (Mountain Watch Partnership) and
virtual tours of the Resort’s ski area continued.
Risk Management:
— The eleventh year of geotechnical remedial works were
implemented which address high and medium risk access
road sites with associated village drainage works being
completed. In addition, the Board conducted ongoing
monitoring of past remedial works and areas of possible
future problems, should conditions change
— The Board completed a range of occupational health and
safety actions and a third party (GeoTech Specialist)
identified several Duty of Care remedial works- these have
been researched and funds applied for
— The Board developed a new Risk Management website
database
— The Board successfully delivered its Potable Water Annual
Report to the Victorian Department of Human Services
— The Board successfully developed a Fire Risk Management
Plan which has now been integrated with the Local,
Regional and Statewide Fire Risk Management Plans.
Media and Publicity:
— Gained $3.2m media value for $380k budget
— Star FM on-mountain broadcast in June and July
— Mt Baw Baw participated in ‘Snow Australia’
— Forum/Burton visits (2)
— Destination Gippsland nominated Mt Baw Baw as
Gippsland’s winter ‘lead product’, for the third year
— The Great Walhalla Alpine Trail (international product) was
further promoted at Australian Tourism Exchange
— Bridget Duclos visited our Resort for a Famil (amongst
others)
— Snow dumped at Phillip Island for a cross promotion with
Phillip Island Nature Parks
— Snow dumped at Swinburne University for demonstration in
the centre square
— Melbourne Tourism Exchange presented by Destination
Melbourne
Development and Infrastructure:
— The Resort’s Accommodation Booking Service supported
Club and infrastructure utilisation
— The Cactus Black Terrain Park was reviewed and refreshed
— A Feasibility Study was conducted relating to Mountain
Biking at Mt Baw Baw
— Resort’s Transport Service substantially increased service
delivery
— The Resort developed a new walk (‘Boulders Trail’)
— The Resort Entry Ticket box has been beautified.
Accreditation:
— MBBARMB successfully proved validity and as a result its
accreditation under the Australian Tourism Accreditation
Program (ATAP) was endorsed.
Financial Review of Operations and Financial Conditions
TABLE A: Five Year Financial Summary
Revenue
Revenue from Operations
Revenue from Government
Non-Operational Revenue
Total Revenue
Operational Expenses
Net Result Profit/(Loss)
Net cash flows from operations
Total Assets
Total Liabilities
2011
2,741,911
5,391,500
28,991
2010
3,577,503
2,874,000
16,078
2009
2,597,274
2,339,000
12,863
2008
3,427,466
1,102,000
28,790
2007
3,288,266
1,148,182
22,806
8,162,402
7,036,837
1,125,565
1,125,565
21,623,716
1,135,957
6,467,581
6,585,478
(117,897)
467,430
14,669,313
932,096
4,949,137
5,626,749
(677,612)
306,213
14,964,056
1,213,798
4,558,256
4,793,840
(235,584)
96,472
16,638,605
787,525
4,459,254
4,332,643
126,611
433,370
16,815,368
1,013,005
Major Changes and/or
Factors Affecting Performance
In the financial year ending the 31 October 2011, the Board’s
operating result, compared to previous years, was
significantly affected by:
— revenue from operations decreased due to a low snow
‘white’ season
— there was an increased need for support payments to fund
increased operating expenses (see below)
— the total combined revenue from both operations and
Government was more than previous years
— operating expenses increased due to the maintenance of
equipment
— the Board’s cash position during the 2010/2011 financial
year was supported by government funding
— increased operational costs were due to regulatory
requirements and the need to address several risk factors.
The Board’s debtor position is considered to be generally
satisfactory and the Board does not see any issues in
relation to recovery of these receivables.
Significant Changes in Financial Position during the Year
The Resort had to call on Government assistance earlier than
anticipated, due to the early closure of the Resort.
Detailed financial information about the performance of the
Board is contained in the Financial Statements section of
this report (See pages 63 to 83).
Subsequent Events
The following issues also affected performance:
— the season arrived early June with reasonable falls in July,
and very low snowfall in August and September
— the snow disappeared in early August but some day guests
did continue to visit; accommodation bookings were
honoured and many stayed during August
— the Resort closed the lifts on August 21 and closed the
Season on August 28
— the length of season was short, with most visitation at
weekends
— operational expenses were within budget
— the operational result was below budget predictions, but
there was still an operational loss
— the relatively early start and inconsistent seasonal conditions
were supported by limited snow making
— planned improvement in customer yield for the snow
business units was not achieved.
The Board, as part of its governance responsibilities, engaged
an internal auditor to carry out a priority based program.
The auditor completed two audits, in accordance with this
program.
Baw Baw Classic
Winter Wonderland
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Chief Executive Officer’s Report
YEAR IN REVIEW
The 2011 year was a year of mixed blessings for the
management team. The year began on a ‘high’ with the positive
result from the Green Season. The White Season was early
and short with good visitation but unfortunately, a low financial
return.
It is well understood that Mt Baw Baw Alpine Resort must find
a long term solution for financial sustainability, especially given
the benefits it provides to the whole Gippsland region.
As a result, there is an increased awareness that the ongoing
provision of support payments by Government to maintain
the organisation’s viability cannot continue and the economic
sustainability of the Resort is connected to its capacity to
attract private investment and tourism. The Board and Staff
continue to gain high recognition for performance in terms
of social and environmental outcomes but recognise that
the financial performance of the organisation may discount
these achievements. The report below provides a selection of
business highlights achieved during the 2010/2011 year.
Green Season Operational Performance
The Resort maintained our upward trend of increasing Green
Season Visitation. While the yield from the visitation was low, it
is rising, and we gained further insight that we have to develop
products which both attract a higher yield customer at a feasible
cost with constrained resources. We recognise the need for high
quality Green Season products.
Snow Season Operational Performance
While the White Season started early, it was within a ‘low snow’
year classification. To compound the situation, the warmer than
normal temperatures reduced our capacity to make snow.
Visitation during the early snow season was good considering
the low snow and visitation increased with the good snowfalls
in July. However the season designation was ‘poor’ as for much
of the season, there were limited number of Ski Lifts running
and as a result, fewer people on those Ski Lifts. The season
finished early in August. What was noticed, was that even when
there was limited/no snow, people still came to the Resort and
stayed, because they were determined to get their ‘getaway
within an alpine experience’. It was also very evident that snow
play visitation did not diminish in terms of low snow effect – if
anything, it increased and snow play was the dominant activity.
A highlight this year was the partnership with Phillip Island
Nature Parks from which 600 people gained a ‘Snow and
Penguins’ experience. That product will again be offered in
2012.
Use of the South Face Road increased yet again and has
supported the touring route called the West Gippsland
Hinterland Drive which links together regional tourist icons
such as Walhalla and the Noojee/Neerim South Food & Wine
corridor. It is agreed by many of our regional stakeholders that
it is essential for the road to be sealed. When this occurs, there
will be an even more dramatic increase in visitation and this will
place further pressure on our carparks and community facilities.
This road is critical for building all year tourism visitation at Mt
Baw Baw Alpine Resort and further enhancing the returns to the
region.
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Business and Financial Performance
The financial performance of the business was not as good as
hoped due to both the effect of low snow/reduced use of lifts
and the fact that as long as there were significant numbers
of overnight visitors at the Resort, the Resort was bound
to deliver services such as Food and Beverage, Retail and
Accommodation Support Services. An important learning
was that we have to have a more commercial approach to
Resort Season Opening and Closing dates. The ongoing
implementation of the Resort Technology Partners (RTP)
database has certainly improved our understanding of product
demand and point of sale accountability. In addition, serious
consideration has been given to contingency arrangements for
emergencies such as bushfires, to ensure business continuity,
with these arrangements to be implemented in the coming
year. Once again it was very evident that the high demand for
higher quality accommodation remains unsatisfied, and this
must be considered by the Resort in terms of further Village
development.
Resort Marketing and Tourism
This year again there was recognition by the Regional Tourism
Board (Destination Gippsland) that Mt Baw Baw is the leading
winter tourism destination for Gippsland. As a result, funds were
invested by Mt Baw Baw Alpine Resort Management Board,
Gippsland West RTA and Destination Gippsland to promote
a regional tourism focus on Mt Baw Baw in the winter. We
leveraged on this commitment and gained significant interest
from Melbournians who visited the Resort in droves.
Mt Baw Baw continues to identify that its core markets are
families and new, young alpine enthusiasts who seek ‘value for
money’ snow experiences, ranging from snow play, through to
learning to ski/ride and ultimately reaching intermediate level.
Of particular note, the ongoing development of our Terrain Parks
and Special Features – such as the new Tube Run, Big Air Bag,
Wall Rides and our Mobile Staircase, resulted in significant
media interest. Mt Baw Baw is now widely recognised as one of
the best Boarder Parks in Australia.
Resort driven initiatives in 2011 were formulated within the
Marketing Strategy. This focused on the local Gippsland market,
the Melbourne market and, for the first time, International
visitors. The Resort was rewarded by increased growth from
Melbourne metropolitan and International visitors.
A strong relationship was also maintained with the Board of
Alpine Resort Tourism (BART) and Snow Australia resulting in
good metropolitan and regional promotional campaigns.
In relation to regional tourism, the Resort maintained effective
relationships with West Gippsland Gourmet Country LTA,
Walhalla and Mountain Rivers LTA, Destination Gippsland and
the regional tourism body (West Gippsland RTA). Of particular
note was our own Local Tourism Association, (Baw Baw Alpine
LTA) which resulted in improved tourism awareness for our
stakeholders and the region. As anticipated, this new tourism
structure resulted in improved tourism visitation for our
stakeholders.
Strategic Direction and Resort Development
Risk Management
The Mt Baw Baw ARMB Draft Strategic Management Plan
2005-2011 gave directions on how to develop the Way Forward
and manage the expected impacts of Climate Change over
the next five years. The three foci of the Plan were Financial,
Environmental and Social sustainability themes relating to
Sustainability of the Victorian Alps. These will be reflected in
terms of the Board’s commitment to all season Resort use;
improved Resort access; revitalisation of Resort Real Estate
development and the implementation of reliable and cost
efficient power given that they are the key areas of essential
development within this Plan.
Resort Management processes have sought to identify and
minimise risk and provide a safer environment for visitors
and employees at Mt Baw Baw Alpine Resort. The Board has
directed significant resources towards safety management and
duty of care over the past year. This has included:
— ongoing water quality testing program for potable water
supply to meet the new water framework, as well as
successful completion of our third year of Water Risk
Management planning process
— safety audits under the Essential Services Act 1958
— maintenance of an Emergency Management Plan (especially
Fire Planning)
— membership and contribution to Snow Safe Incorporated
— maintenance of a Risk Management Database
— allocation of Risk as a portfolio to the newly appointed
position of Group Manager – Corporate Services.
In early 2010, the Resort received from Monash University,
the identification of visitor market demographics and their
desired products to drive further visitation to Mt Baw Baw for all
seasons. These findings were also relevant for the longer term
strategic planning for the Resort.
In 2011, the 2005-11 Strategic Management Plan was reviewed
and it was found to be mostly achieved with only a few
minimum outstanding actions. The Board of Management then
went through a rigorous and consultative process to develop
a new Strategic Management Plan. That Plan has now been
endorsed by the Minister for Environment and Climate Change
and formally Gazetted.
In relation to the Geotechnical Stability Program, all identified
high/medium hazard sites, bar one, have been satisfactorily
remediated. No new sites were identified in 2011 and the two
outstanding sites will be addressed in 2012/13. The Board’s
geotechnical consultant has implemented a monitoring program
to both maintain satisfactory and safe conditions at existing
sites and identify any additional sites that may require remedial
works in future years.
Insurance cover availability and increasing costs are big
issues facing adventure tourism and alpine industry operators.
Significantly increased resources are being expended to
improve staff and customer safety and to meet increasing public
and insurance industry requirements. Resort Management
is working closely with its insurers to ensure suitable risk
management practices are in place and premiums are kept as
low as possible.
Administration Building
Environmental Management
The Resort remains committed to embracing the key
management approaches of bio-diversity in line with ‘Victoria’s
Bio-diversity – Management Approaches’ (Crown [State
of Victoria] 1997) and to providing sound environmental
management for the Resort. The Resort’s Environmental
Management Plan (completed in early 2008) was further
implemented this year, primarily establishing base line data, so
that improvements can be effectively and reliably measured. The
Resort also became a member of the Resource Smart Project
and engages regularly with other alpine Resorts in terms of
environmental protection and enhancement. The Resort has
engaged with several other relevant authorities to ensure that
there is a unified and collaborative approach to many of the
issues relating to environmental management. During the year,
the Board provided support to the Department of Sustainability
and Environment’s Baw Baw Frog research. Further to this,
Resort personnel continue to eradicate and control exotic flora
and fauna (specifically blackberries, willows and other weeds,
foxes and feral cats).
THE FUTURE
Customer Satisfaction
We recognise that the key to continued growth in the Resort
stems from providing real and perceived value for our
customers. This in turn will manifest itself in repeat visitation.
An outstanding level of service is only possible when our staff
believe in what they are doing, in order to do it well.
Resort Planning
The Resort will not deviate from its commitment to compliance/
adherence to the Planning Scheme, as ongoing certainty is
fundamental to continuing development interest.
Property Development and Management
— The year 2012 may see further developments at Mt Baw Baw
with new investors showing interest in the Resort – a clear
signal of confidence in Mt Baw Baw’s future as an ‘all year’
Alpine Resort / Tourism Destination
— The Board is committed to dealing with property and land
management issues. These are of primary importance
in the next few years while we lead into lease renewal
considerations for the majority of Clubs on the mountain.
9
Pride of Place
— Destination choice for an Alpine holiday is as much
influenced by the look and feel of the Village – its urban
form and its fun factor – as it is by the quality of the all year
recreation opportunities. While Mt Baw Baw has a reputation
for being a family mountain, the look and feel of Mt Baw
Baw Village can certainly be improved.
— In 2012 the new touring trail called the Boulders Walk will be
marketed. For Mt Baw Baw, this will include the promotion
of Mushroom Rock and Mt Baw Baw. Along with the Rock
Pool and Spa products, the promotion of bushwalking and
mountain cycling have transitioned Mt Baw Baw Alpine
Resort into a tourism destination which offers its visitors
a sense of wellbeing and pampering experience within
the Village Hub. It was built on existing infrastructure
and services, to deliver an alpine experience with village,
community and environmental connectivity.
Human Resources
— The Board and I recognise that our staff are one of our most
important assets. In 2011/12 we will sign off on a new
Enterprise Bargaining Agreement for all staff
— Currawong and Echo Lodges are now used to house some
of our staff
— Snowgum Lodge was made available for Senior Staff
accommodation in the White Season and public
accommodation in the Green Season
— Multiple training and development opportunities were
delivered to staff
— The backpacker market of well qualified internationals is
proving to be great source of recruitment of reliable and
seasonal employees
— Highly qualified individuals were attracted to fill vacancies in
our core team
— We have however lost some senior/experienced staff.
Acknowledgements
I would like to thank the following for their support during the
2010/11 year, those being:
— Ralph Booth (Chair) for his support and dedication
— Board members for their encouragement, knowledge and
advice
— Members of the Department of Sustainability and
Environment (Public Land Division) for their knowledge and
support provided throughout the year
— The Tourism Sector for their acceptance of the role of Mt
Baw Baw to the fold.
In particular I wish to recognise Stewart Galloway, Group
Manager – Outdoor Operations, who resigned after 23 years of
service to the organisation.
10
Finally, I would like to thank my Management Team and all
Resort Staff for their committed and professional efforts before,
during and after the season in delivering a great 2011 to our
Visitors and Stakeholders. I believe the Resort can look forward
to 2012 and beyond with optimism and confidence.
It is with some sadness that I leave the organisation after 17
years in some form of management role involving the Resort. I
do so though knowing that the organisation has demonstrated
its capacity to deliver an exciting response to the demands
placed upon it and I will continue to contribute to its future.
Signature
Leona J. Turra
Chief Executive Officer
CEO’s Profile
Leona Turra has formal qualifications at Masters level in both
Social Work and Business Administration. Leona successfully
undertook Authorised Officer Training in 2009. Her professional
memberships are as a member of the Australian Institute of
Management, the Institute of Public Administration Australia,
the Australian Human Resource Institute and as a Member of
the Australian Institute of Company Directors. She is also a
Justice of the Peace. Leona has been recruited to her past and
current positions, as an organisational change agent, to design,
implement and refine organisational and departmental policies
and directions. She has been employed over the past 25 years
in local government, health, education and alpine sectors.
Leona has an alpine industry background as a former member
of the Mt Baw Baw Alpine Village Committee (1995-1998), a
member of the Victorian Alpine Resorts Co-ordinating Council
(1998-2005), Chair of Mt Baw Baw Alpine Resort Management
Board (2001-2005) and became CEO of Mt Baw Baw after a
public recruitment process in August 2005. Leona’s alpine
activities include a background in downhill and cross-country
skiing; instructing/guiding disabled skiers and has taken up
snowboarding since 1994. Leona has been CEO of Mt Baw Baw
Alpine Resort for nearly seven years.
Corporate Governance
The Mt Baw Baw Alpine Resort
Management Board
The Board was established under the Alpine Resorts
(Management) Act 1997. The responsible Ministers for
the 2010/2011 reporting period were Gavin Jennings MP,
Minister for Environment and Climate Change until 1
December 2010 and the Hon Ryan Smith MP, Minister for
Environment and Climate Change from 2 December 2010.
The guiding direction and principles adopted by the Board and
its staff in managing the Resort are summarised in the following
Vision, Strategic Directions and Values statements as detailed in
the 2010/2011 Corporate Plan.
The Resort’s
Statement of
Corporate Intent
Vision
The Mission of MBBARMB
To provide a year round Alpine Resort Services within a
sustainable environmental, economic and social framework.
Our slogans:
‘Discover the Natural Alternative’,

‘Little Mountain Big Value’ and

Uniquely Alpine - All Year’
are consistent with our Mission.
Vision of MBBARMB
The Mt Baw Baw Alpine Resort will offer an all year, family
friendly, environmentally sensitive, alpine experience
Strategic Directions
Statements of strategic direction are stated under each of key
seven themes or goals, which need to be addressed in the
future. These themes have their basis in the Alpine Resorts
2020 Strategy. They are set out in the Resort’s first Strategic
Management Plan (SMP) 2011-16, and are summarised
below ( in no particular order), together with each of the future
opportunities in Section 7.5 of Alpine 2020 Strategy:
— Protect and celebrate the sub-Alpine environment
Mt Baw Baw Alpine Resort is located within a rich
sub-alpine ecosystem, which supports many rare and
endangered species and sensitive ecological communities.
The well-being of this biodiversity is intrinsic to that of the
Resort, and protecting it from harm must be a priority in
everything the ARMB undertakes. The low level of existing
infrastructure means the Resort has opportunities to
become a model of environmental sustainability, by planning
sensitive future development. The ARMB will preserve and
enhance the natural environment – and tell its story - so that
it can be shared with and valued by visitors in a respectful
and sustainable way.
— Achieve organisational and financial sustainability over
time
The Board aims to achieve long-term financial independence
for the Resort. To facilitate this, the Board proposes a
package of enabling infrastructure projects. The proposed
projects are:
· Installation of underground power to ensure a reliable and
cost effective power supply;
· Sealing of the South Face Road to provide safe and
efficient road access;
· Upgrading of car parking and internal service roads for
improved usability;
The Resort will continue to ensure best practice in
organisational management within our financial capabilities.
The ARMB will support and respond to Key Performance
Indicators for economic management in alpine resorts.
— Achieve sustainable year-round market growth
Mt Baw Baw’s lower altitude makes it vulnerable to the
effects of climate change and its potential impact on snow
tourism. The ARMB is mitigating this risk by building yearround visitation to the Resort.
The ARMB’s goal is to develop the Resort’s market and
supporting infrastructure to a financially viable level, while
preserving the qualities which give Mt Baw Baw its special
character. The Resort will strengthen its role in building a
regional tourism industry which is cohesive and effective.
— Build a broader understanding of accessibility
Mt Baw Baw Alpine Resort positions itself as ‘the
accessible and affordable mountain’. The ARMB will build
capacity through increasing awareness of the meaning
and implications of ‘accessibility’. It will work to better
understand the needs of visitors from diverse backgrounds
and with varied abilities and identify improvements to
facilities and services where practicable.
— Strengthen communication with the Community and the
Traditional Owners of the Land.
Mt Baw Baw has particularly strong connections to
its surrounding community and the Gippsland region.
Implementing methods to continue to build communication
pathways with the community will make these connections
more robust.
Mt Baw Baw alpine Resort wishes to engage with the
Traditional Owners of the land in a meaningful and respectful
way in terms of strategic and management planning,
decision making and natural resource management.
— Ensure integrated and transparent planning and leasing
processes
Over the past 10 years the ARMB’s role in planning has been
limited to its own initiatives, however significant private
sector investment in accommodation is forecast if the Mt
Baw Baw Transformation Project receives funding.
In this scenario, the ARMB will need to be cognisant of
probity concerns in relation to planning and leasing activities
moving forward.
— Ensure sound governance, clear roles and responsibilities
The ARMBs are required to perform a wide range of
statutory functions, including investment facilitation and
regulatory and land management activities; this can lead
to internal role conflicts and tensions where ARMBs are
required to simultaneously pursue commercial and ‘public
11
good’ goals. This is particularly so at Mt Baw Baw where
the ARMB is the Resort’s primary commercial operator.
Pursuant to an outcome on the Mt Baw Baw Transformation
Project business case, the ARMB will work within the
current governance arrangements.
The Operational Values of the Board and Resort Management
The Board will:
Be accessible, available and will listen to all parties
Be honest, fair and transparent in its dealings
Give due consideration to the interests of all stakeholders
Value all resort stakeholders and partners
Provide decisive leadership and governance
Ensure the effective and efficient delivery of quality
Ensure that social and ethical responsibilities are met.
OBJECTIVES OF THE BOARD (2010/11)
Key Objectives
The Board has developed Objectives and they (along with
performance measures) became the Key Performance
Indicators (See page 24).
The Management Board of Mt Baw Baw Alpine Resort has
strongly established the Resort brand as being ‘affordable,
safe, family friendly and accessible’.
Additionally, the Board has adopted language whereby:
— Mt Baw Baw has two seasons (a ‘white season’ and a ‘green
season’)
— there are three types of products (white season products,
green season products and all season products).
Risk Management Attestation
To ensure that the risks are being managed in a consistent
manner, public sector entities are required to attest in annual
reports that:
— they have in place risk management processes consistent
with the on compliance with the Australian/New Zealand
Risk Management Standard (or equivalent designated
standard)
— these processes are effective in controlling the risk to a
satisfactory level; and
— a responsible body or audit committee verifies that view. The
Resort Management Board has a Risk Management Policy
and Strategy in place that is reviewed and updated annually.
Management Board
I, Ralph Booth certify that the Mt Baw Baw Alpine Resort
Management Board has risk management processes in place
consistent with the Australian/New Zealand Risk Management
Standard and an internal control system is in place that enables
the executive to understand, manage and satisfactorily control
risk exposures. The Board’s Audit and Risk Management
Committee verifies this assurance and that the risk profile of
the Mt Baw Baw Alpine Resort Management Board has been
critically reviewed within the last 12 months.
Ralph Booth
CHAIR
MT BAW BAW ALPINE RESORT MANAGEMENT BOARD
12
Board Functions
The functions of the Board as set out under Section 38 as
referred to in the 2004 amendments to the Alpine Resorts
(Management) Act 1997 are:
a) to plan for the development, promotion, management and
use of the Resort in accordance with the object of this Act;
(aa) to –
(i) develop and promote; or
(ii) facilitate the development or the promotion by
others of the use of the Resort in accordance with
the object of this Act;
(ab) to manage the alpine Resort in accordance with the
object of this Act;
(ac) to contribute to the development of the Alpine Resorts
Strategic Plan and other strategic planning for Alpine
Resorts as a whole;
(ad) to undertake research into alpine Resort issues;
(ae) to contribute to and support the operation of the Alpine
Resorts Coordinating Council;
(af) to prepare and implement a Strategic Management
Plan for each such Resort;
(ag) to expend or apply revenue of the Board in accordance
with a direction of the Minister under section 36(1A);
b) to act as a committee of management of any Crown land
deemed to be permanently reserved under the Crown Land
(Reserves) Act 1978 in the Resort;
c) to contribute, together with Tourism Victoria, established
under the Tourism Victoria Act 1992, and the Council, to
the overall promotion of alpine Resorts;
d) to develop a tourism and marketing strategy for and to
promote the Resort and to collect and expend voluntary
contributions from commercial undertakings in the Resort
for this purpose;
e) to provide services in the nature of –
(i) garbage disposal;
(ii) water supply;
(iii) gas;
(iv) drainage;
(v) sewerage;
(vi) electricity;
(vii) roads;
(viii) fire protection;
(ix) snowmaking;
(x) transport;
for the Resort and to charge contributions for the provisions
of those services;
f) to collect fees prescribed by the regulations for the Resort;
g) to attract investment for the improvement of the Resort; and
h) to carry out any other function conferred on the Board by
this or any other Act.
LAND RELEASES – the Board has identified that sites 4, 5 and
17 are ready for development.
CAPITAL IMPROVEMENT FUND – The Board has been unable
to make any significant contribution to this Fund.
SNOW DROUGHT FUND – The Board has been unable to make
any significant contribution to this Fund.
Sustainable Alpine Resorts –
A Framework for Discussion
In 2009, a Discussion Paper was developed which discussed
eight goals within a framework aimed at achieving the vision
of the Alpine Resorts 2020 Strategy. Below is the Mt Baw Baw
ARMB’s response to that Framework:
1. Protecting our unique alpine environment
Mt Baw Baw ARMB has an Environmental Plan which
identifies protected flora and fauna; ensures native
vegetation planning; gives guidance to balanced
development, year round use and environmental issues and
ensures compliance with Environmental KPIs.
2. Driving financial efficiency and sustained contribution to
regional economies
Mt Baw Baw ARMB is engaged with government
departments, examining options for financial viability;
reviewing the financial management framework including
understanding capital and recurrent funding needs. The
Resort continually reviews cost effectiveness of service
delivery. The ARMB undertakes capital planning, risk
management and ensures good procurement planning.
3. Building resilience to climate change
The ARMB continues to monitor Bureau of Meteorology
information and is participating in the review of the CSIRO
report on climate change and its impact on Alpine Resorts.
The Resort has undertaken research to identify products
to cost and develop for all season activities. The Resort
has developed a Fire Risk Management Plan and clarified
responsibilities for fire and emergency management, with
CFA and DSE to achieve integrated fire management plans.
4. Providing access to the alpine environment for all
Victorians
Mt Baw Baw ARMB has developed a Social Access and
Diversity Plan. The Plan is within a Victorian ARMB
consistent approach to Social Access & Diversity Planning
(including KPI actions, measurement and targeting).
5. Increasing community satisfaction and participation in the
Resorts
Mt Baw Baw ARMB has a consultation framework in place
increasing participation in decision-making, trust and
confidence in relation to development and implementation
of Resort Policies and Processes.
Local Tourism Associations and one Regional Tourism
Association.
8. Ensuring sound governance and clear roles and
responsibilities
The Mt Baw Baw ARMB reviews its role and function
annually. The Board constantly reviews its responsibilities
as established by the Alpine Resorts (Management) Act
1997 and its relevant regulations. It adheres to the Code
of conduct as established by the Australian Institute of
Company Directors.
The Board regularly reviews particular delegations,
procurement policies and conflict of interest management
protocols.
The Board seeks guidance from DSE for policy,
research, strategic planning and review and monitoring
functions relating to social, economic and environmental
responsibilities.
Howling Husky Tours (new in 2011)
6. Ensuring integrated and transparent planning and leasing
processes
Mt Baw Baw ARMB has developed a comprehensive
strategic plan for the Resort (Stakeholders, Government,
ARCC) in 2011. The Resort has an excellent record of
assessing development proposals within the Resort by
and with the Department of Community Planning and
Development. The Resort has been able to successfully
establish a Lease which includes the need for Hot Beds. The
Resort looks forward to the investigation of a common and
equitable rental model and a model for determining annual
service charges.
7. Strengthening the market position of the Resorts
Mt Baw Baw ARMB is actively engaged with Tourism
Victoria and Destination Gippsland, especially in relation
to the Nature Based Tourism Strategy and the National
Landscapes program. The Resort is also party to three
Mountain Ash Trees form The Vegetation Style of the
Lower Reaches Of The Resort
13
14
OH&S
Training
Recruitment
Industrial
Relations
HR
Telephones
Radios /
Communications
Information
Technology
Warrick Mann
ICT
Manager
Ian Maxfield
Group
Manager
Corporate
Services
Water
Management
Fire
Risk
Management
Departmental
Strategy
Reporting
Financial
Creditors
Retail
Accommodation
Housekeeping
Transport
Ticketing
Janine
Hunter
Kaye
Hawkins
Payroll
Debtors
Group
Manager
Indoor
Ops
Group
Manager
Finance
Alpine Resorts
Co-ordinating Council
Lift
Operations
Vehicle
Maint.
Road
Services
Field
Services
Snowmaking
Grooming
Ski Patrol
Terrain Parks
Scott Goss
Environmental
Management
Stewart
Galloway
Group
Manager
Outdoor
Ops
Village
Central
Skiosk
Alpine
Hotel
Brett
Marshman
Group
Manager
Food &
Beverage
Ops
Chief Executive Officer
Leona Turra
Board of Management
Audit
Committee
Snow
Sports
Alpine
Cross
Country
Snowboarding
Terrain Park
Snow Play
Guy Cantrel
Manager
Snow
Sports
Jack McCowan
& Emily
Robinson
Outdoor
Education
&
Events
Eliza Lee
Public
Relations
Officer
Kadri
Kutt
Group
Manager
Marketing
Department of Sustainability
and Environment
Admin Services
Victorian Minister for
Environment and Climate Change
Organisational Structure 2011
Audit, Risk Management &
Compliance Committee
Board Appointments
Members of the Board are appointed by the Minister for
Environment.
Appointments to the Board during the reporting period
November 1, 2010 to October 31, 2011 were:
Mr Ralph Booth: Chairperson from April 29, 2010 to October
31, 2011
Ms Vicky Papachristos: Deputy Chairperson from April 29,
2010 to October 31, 2011
Ms Maria Pilipasidis: Deputy Chairman from April 29, 2010
(Resigned February 25, 2011)
Mr Wally Tabensky: Board Member from April 29, 2010 to
October 31, 2011
Mr Randall Cohen: Board Member from April 29, 2010 to
October 31, 2011
Ms Jacqueline McLeod: Board Member from October 28, 2011
to October 31, 2011
The Audit Committee comprised:
Ms Vicky Papachristos: (Chair of Committee)
Mr Wally Tabensky: (Independent Member)
Mr Randall Cohen: (Independant Member)
Ms Jaqueline McLeod: (Independant Member)
Mr Ralph Booth: Board Chairman (Invitee)
Mrs Leona Turra: CEO (Invitee)
Ms Kaye Hawkins: Group Manager – Finance (Invitee)
Mr Ian Maxfield: Group Manager – Corporate Services (Invitee)
Remuneration Committee
Mr Ralph Booth: Board Chairman
Mr Wally Tabensky: Board Member
TABLE B:
Board Meeting Attendance Register
Ralph Booth
Vicky Papachristos
Wally Tabensky
Randall Cohen
Maria Pilipasidis
Jacqui McLeod
Mtg 127
Mtg 128
Mtg 129
Mtg 130
Mtg 131
Mtg 132
Mtg 133
Mtg 134
16/12/10
25/02/11
27/03/11
29/04/11
24/06/11
29/07/11
24/08/11
26/10/11
Number of
meetings
attended
3
3
3
3
3
N/A
3
3
3
3
Resigned
N/A
3
3
3
3
N/A
N/A
3
3
3
3
N/A
N/A
3
3
3
3
N/A
N/A
3
3
3
3
N/A
N/A
3
3
3
3
N/A
N/A
3
3
3
3
N/A
3
8/8
8/8
8/8
8/8
1/1
1/1
(Tick = Attended) (N/A = Not Applicable as they are not part of the Board at that stage) (A = Apology)
Board Member Profiles
Ralph Booth: Chairman
Ralph is the Chairperson of Lake Mountain Alpine Resort and a
member of the Alpine Resorts Coordinating Council. He is also
a member of the Alpine Resorts 2020 Strategy Reference Panel
and the Phillip Island Nature Park Board where he also serves
as Chair of their Audit and Risk Committee. Ralph has founded
several corporate advisory businesses with a primary focus
on public policy and administration. He worked for 13 years in
the Department of Treasury and Finance as a senior executive
in a variety of roles in financial, economic, and budgetary
reform as well as Whole of Government financial reporting
and asset management. Now an occasional cyclist and lapsed
cross country skier Ralph maintains a keen research interest in
tourism, cultural landscapes, environmental change and public
policy.
Ms Vicky Papachristos: Deputy Chairman
Vicky has spent over 20 years as a management and marketing
executive with major corporations in Australia and the USA.
Vicky’s work has spanned Petrochemicals, Banking, Sport, IT
& Retailing holding senior roles in Shell, Westpac, Visa, Myer,
the Sydney Olympics and Paralympics as well as an IT start
up in the US. Vicky is also a Director on the Board of EFTPOS
Payments Australia Limited. Vicky’s expertise is in strategy and
marketing responsible for the design, development and launch
of several major customer facing business initiatives. Vicky also
has extensive expertise in setting up new and enhancing existing
business operations. In 2006 Vicky formed Currant Marketing –
an independent consultancy in the fields of loyalty and customer
strategy specialising in retail and consumer products. Vicky is
a keen skier and road cyclist and holds a Chemical Engineering
degree as well as an MBA from the AGSM. Vicky has been on
the Mt Baw Baw Alpine Resort Management Board for one year.
Wally Tabensky
Wally holds professional engineering qualifications and has
vast experience in engineering and local government. He has
been employed with various local governments, commencing
with the City of Springvale in 1968 and concluding his working
career upon retiring from his position as Director, Infrastructure
and Environment, at the Baw Baw Shire in 2008. Wally has
studied overseas, and has been a member of the Mt Baw Baw
Alpine Resort Management Board (10 years) and previous
Management Committee at Mt Baw Baw since 1989.
Maria Pilipasidis
Maria holds a Bachelor of Laws and Bachelor of Commerce
from the University of Melbourne and is a member of the
Victorian Bar practicing in Administrative Law, insurance and
civil litigation, Occupational Health and Safety, Common Law,
Employment/IR and all Torts including Statutory Compensation.
Prior to that Maria practiced as a solicitor for 10 years and was
a partner at Kenyons Lawyers located in Melbourne. Maria has
been a Member on the Mt Baw Baw Alpine Resort Management
Board for 9 years. She is Chair of the Board’s Audit Committee.
Mr Randall Cohen
Randall has 20 years professional experience in commercial
and legal projects in both public and private sectors. He is a
current non-executive Director of CenITex, the State’s recently
established centralised information and communications
15
provider. In 1999, Randall formed a niche consulting business
primarily focused on providing services to a broad array of
Victorian Government Departments assisting in delivery of
major projects with emphasis on infrastructure, resources,
energy, litigation and risk management and dispute resolution.
While the State has been the principal client base for his
consulting work over the past 10 years, Randall has also led
a number of projects during this period for private companies
in Victoria’s energy industry. Prior to forming his consulting
business, Randall worked as General Counsel and Regulatory
Manager for GPU GASNet Pty Ltd, as Corporate Solicitor for
Alcoa of Australia Ltd, and as a solicitor with major law firm,
Mallesons Stephen Jacques. Randall commenced on the Mt
Baw Baw Alpine Resort Management Board on April 29th 2010.
Ms Jacqueline McLeod
Jacqui is an environmental scientist and manager with over
25 years’ experience in environmental policy and strategy
Workforce and
Organisational Development
Mt Baw Baw Alpine Resort has ensured that all Public sector
employment principles as stated in the Code of Conduct for
Victorian Public Sector Employees have been addressed
ensuring that:
(a) employment decisions are based on merit; and
(b) public sector employees are treated fairly and reasonably;
and
(c) equal employment opportunity is provided; and human
rights as set out in the Charter of Human Rights and
Responsibilities are upheld; and
(d) public sector employees have a reasonable avenue of
redress against unfair or unreasonable treatment.
Occupational Health and Safety
OH&S is a significant component of our Risk Management
Policy and Mt Baw Baw is totally committed to establishing a
healthy and safe work environment for our staff, contractors and
visitors by:
— encouraging individuals to practice work safety by providing
information, instruction and training
— providing safe plant and systems of work
— ensuring compliance with legislative requirements and
current industry standards.
Mt Baw Baw ARMB has the following OH&S KPIs:
a) No more than the total of one day per EFT staff will be lost
due to Industrial accidents per annum;
b) No staff will have accidents, as the result of lack of training
relating to the activity involved in any accident;
c) all staff will be offered Influenza vaccinations;
d) no accidents will occur as the result of lack of provision of
suitable resources.
In response to those KPIs:
a) there were only ten days lost for a total of 52 EFT;
b) No staff had an accident, as the result of lack of training
relating to the activity involved in that accident;
c) all staff were offered Influenza vaccinations and
d) no accident occurred as the result of lack of provision of
suitable resources.
16
development, environmental impact assessment and regulatory
and advisory services in state and local government and the
private sector in Victoria and New South Wales. Jacqui’s
experience includes extensive stakeholder engagement and
facilitation and a track record of influencing at a range of
levels, through both formal statutory processes of community
consultation and informal engagement at high levels of
government and industry. As a manager, Jacqui has held a
number of senior level positions over the last 15 years, involving
leadership of staff and multi-disciplinary teams, business
management, business improvement, organisational change
and business development. Jacqui also has broad experience
as a project manager, developing project plans and costings,
assigning team roles, reviewing outputs and overseeing delivery
to time and budget. Jacqui is a long time downhill skier and
has skied most of the resorts in Victoria and NSW since being
a teenager, including having spent a season working as a ticket
seller at Perisher-Smiggins.
Occupational Health & Safety Committee
The OH&S Committee has been actively engaged in:
— writing policy procedures
— identifying hazards
— conducting training sessions on Incident/Injury Reporting
and Manual Handling.
Equal Employment Opportunity
The Board is an equal opportunity employer and all appointments
and promotions are merit based. The Staff Development and
Training program continued this year, again identifying areas for
development and enhancement of skill levels.
All Staff are appointed through a process which responds to
merit and equity.
Industrial Relations
There were no industrial disputes during the reporting period.
The Board is still involved in funding negotiations for the new
EBA. The EBA agreements have been operating successfully
for 10 years. As part of the induction process prior to winter, all
new staff receive a full briefing on the Agreement.
Workforce Data
Management and Staff
The day to day running of the organisation is undertaken by the
Chief Executive Officer and a small year round workforce, which
is supplemented by seasonal staff and volunteer ski patrollers.
All staff are employed under a Mt Baw Baw Resort Management
Certified Agreement.
Key Staffing Events of 2010-2011
— Appointment of a Guest Services Officer (replacement
position)
— Appointment of Group Manager – Corporate Services (new
position)
— Appointment of 115 seasonal positions
— Appointment of a Marketing Officer (replacement position)
— Appointment of one Finance Section position (replacement
position)
— Appointment of a Mechanical Maintenance Officer (new
position).
Training and Development
Staff
Mt Baw Baw Alpine Resort Management Board encourages
the training and development of our staff through work related
training and external study.
PERMANENT STAFF
Staff Induction Program
The staff induction program is a compulsory program that is
attended by all new employees and provides an overall induction
into employment with Mt Baw Baw Alpine Resort Management
Board. A full review of this induction program took place over
the 2010-2011 summer with a new program implemented in the
2011 white season.
Training
All staff were required to attend Customer Service Training
and training specifically to assist people with disabilities. A full
review was undertaken of staff training and safety systems
prior to the 2011 season. The review identified some minor
improvements, which were implemented prior to the winter
intake and delivered by various means prior and during the
operating period. Many staff participated in training. Staff
feedback from Team Meetings were documented to ensure
there was a direct correlation between training presentations
and ‘on ground’ operations. This feedback in conjunction with
third party audits will be the basis of the next review prior to the
2012 ski season and will support resort managements policy
of continual improvement in all resort operations. Improved
training and monitoring programs were also implemented.
These improvements ensured that all staff were fully conversant
with OH&S and other responsibilities within their areas of
operations. Programs such as:
— Working at Heights
— De-Icing Procedures
— Vertical Tower Rescue Risk Management
— Teamwork and Assertion
— Licensee Responsibilities
— RTP (Resort Transactions Database)
— RMS (Accommodation Services Database)
— OH&S
— Responsible Service of Alcohol
— Safe Food Handling
were provided to staff.
Workforce Data
Workforce Data: Staffing Profile during 2010/11
Senior Management
Other Full Time Staff
Winter Season Staff
Total
Male
4
7
54
65
Female
4
6
26
36
Total
8
13
80
101
Workforce Data: Staffing Profile during 2009/10
Senior Management
Other Full Time Staff
Winter Season Staff
Total
Male
5
12
60
77
Female
4
3
35
42
Total
9
15
95
119
MANAGEMENT TEAM
— Leona Turra (Chief Executive Officer); Kaye Hawkins (Group
Manager - Finance); Stewart Galloway (Group Manager
- Outdoor Operations); Janine Hunter (Group Manager
- Indoor Operations); Brett Marshman (Group Manager –
Food & Beverage Services); Ian Maxfield (Group Manager
– Corporate Services); Warrick Mann (Manager - ICT);
Eliza Lee (Marketing/PR); Scott Goss (Executive Support
Officer); Michael Gerrard (Senior Finance Officer); Jack
McCowan (Outdoor Education and Events); Andie McMaster
(Marketing/PR)(Resigned May 2011).
— Support Consultants: Kadri Kutt (The Creative Bunch);
George Foundas (Xpresso).
FIELD AND MAINTENANCE SERVICES
— Desmond Gillam (Field Crew); Neil Vaughan (Field
Crew); Dennis Bormann (Mechanical Maintenance);
Warren Lougheed (Lift Operations); Mark Turra
(Maintenance Supervisor); Russell Paliew (Maintenance/
Activities); Brenton O’Reilly (Mechanical Maintenance).
ADMINISTRATION & GUEST SERVICES
— Jo-Ann Rogers (CEO PA); Bianca Rutter (Administration);
Monique Webb (Administration); Jennifer Wade
(Accommodation); Ewa Parkin and Mellissa Greenwood
(Finance Support); Ashley Brennan (ICT Support); Rebecca
Maki (Administration); Heather McKay (Administration).
FOOD & BEVERAGES (MT BAW BAW)
— Adam Fackler; Michelle Fox (FOH Supervisor); John Sammut
(Apprentice Chef); Daniel Renehan (Hospitality Trainee);
Trevor Popple (Bar Staff).
SEASONAL STAFF
ADMINISTRATION
— Linda Mills; Carla Brightwell, Sarah Keane (Marketing); Kevin
Kendall.
TICKETING
— Katie Dixon; Allison Aguilera.
GUEST SERVICES & RETAIL
— Peta Dewar; Simone Edney; Kathryn Stewart; Hayden
Galloway; Sarah Pederson; Jessica Smith; Dorette Van
Breugel.
BURTON LEARN TO RIDE
— Ryan Clark.
MAINTENANCE/OVER SNOW
— Brandon Pederson; James Higgins; Josh Walters; Scott
Whittle; Matthew Fielden.
BUS DRIVER
— Gary Edney; Guy Field; Michael Stoltz.
HOUSEKEEPING
— Greg Frendo (Housekeeping Supervisor); Pei Hsuan (Dale)
Lee; Pei Fei (Whitey) Lu; Elka Wilkens; Jennifer Nicol; Emma
Browne.
FOOD AND BEVERAGES (MT BAW BAW)
— Martyn Williams (Chef); Lee-Anne McDonald; David Ellis;
Chris Briggs; Luke Kube (Chef); Chris Mooney (Hospitality
17
trainee), Kevin Bannon; Julie Bonner; Tony DaBurger; Cyrus
Els; Kyle Gaffney; Henry Gilbert; David Hughes; Emma
Jefferies; Jessica Johnston; Trevor Meagher; Kyle Thomas;
Kimberley Watt; Pascale Oates; Andrew Yurkevich; Alex
Siqueira; Dominic Durrant; Casey Marriott; Robert Pryde;
Darcy Taylor.
GATE ENTRY
— Matt Merriel; Warren Beattie.
SNOW REPORTING
— Leona Turra; Scott Goss; Jack McGowan; Eliza Lee.
SKI PATROL
— Scott Goss; Justin Lee; Raoul Picot; Mark Daniels; Michael
Street.
SNOW SPORTS TEAM
— Brock Holcombe; Mike Holland; Chris Bennett; Guy Cantrel;
Anthony Coles; Lisa Cordwell; Lindsay Freson; David Jaffit;
Greta Junker; Mia Lambson; Emily Lane; Sin Jae (Boom)
Lee; Michael McKernan; Sam Mononen;, Michael Phelan;
Josh Tomlinson; Aaron Whiteman; Johanna Whiteman;
Joel Wood; Fabian Wolschendorf; Emily Robinson;
Patrick Jones; Neal Thorson; Jacqueline Cantrel (Froglets
Ambassador).
SNOWGROOMING
— Mark Turra; Brett Whitehouse.
TERRAIN PARK
— Tim Garden; Daniel Hoggett; Alister Murrell; Dave Ellis.
LIFT OPERATIONS
— Josh Dixon Darren Hack; Liam Veldman; Ben Wilson;
William Upston; Tim Upston; Jasmin Brook; Mitchell Hatten;
Stuart Huddle; Lyndall Hughes; Jordan Keeley; Sarah
Ogden;, David Pearson; Ruxton Pitt; Thomas Robinson;
Ella Stevenson; Michael Street; Rebecca Sanders; Matthew
Cook; Craig Carrick.
SNOW MAKING
— Neil Vaughan; Darren Hack; Craig Carrick.
ROADS AND SAFETY
— Joe Gillam; Phil Campbell; Matthew Cook; Wendy Gillam;
Travis Grigarius; Steven Johnstone; Vincent O’Flynn.
SECURITY
— Elke Wilkens; Wesley Jasper.
Staff Recruitment
Staff recruitment was undertaken in April/May with a good
number of applications for the 2011 season. Interviews and
team building games were once again part of the selection
process and a number of fantastic staff were engaged for the
winter months. Staff levels remained in line with snowfalls and
visitation throughout the operating period and provided a top
quality service for guests. A high level of staff returns from the
previous year was experienced which provided consistency in
information and assisted with training and mentorship.
Reporting Requirements for Part II of the
Freedom of Information Act 1982
The organisational arrangements and functional responsibilities
of the Board are shown further on this page. The Board’s
decision-making powers are drawn from the Alpine Resorts
The Board held and maintained the following categories of
documents:
— correspondence files
— Minutes of the various meetings held by the Mt Baw Baw
Alpine Resort Management Board
— technical reports and statistical information on Mt Baw Baw
Alpine Resort management matters
— leasehold documents related to Mt Baw Baw Alpine Resort
sites
— plans, charts and other data covering Mt Baw Baw Alpine
Resort operations and planning.
Reports and general information related to the Board are
available for inspection at the office of the Mt Baw Baw Alpine
Resort Management Board. The Board’s website is a source
of considerable information. The fee for any FOI application
is $24.40. Other enquiries may be sent to The Chief Executive
Officer, as the Authorised Officer of Mt Baw Baw Alpine Resort,
PO Box 117, Rawson, 3825, stating as clearly as possible what
the request is. Once the Annual Report is tabled in Parliament, it
will then be placed on the Board’s Website.
Relevant Information
The following information is retained by the Resort’s
Accountable Officer (Leona Turra) and is available to the relevant
Minister, Members of Parliament and the public on request:
FRD 22 Statement of Availability of other information:
— Statement declaring pecuniary interests completed by all
relevant officers and Board members
— Details of shares held by a senior officer as nominee or held
beneficially in a statutory authority or subsidiary
— Details of publications produced and where available
— Details of changes in prices, fees, charges, rates and levies
— Details of any major external reviews
— Details of major research and development activities
— Details of overseas visits
— Details of major promotional, public relations and marketing
activities
— Details of assessments and measures undertaken to improve
occupational health and safety of employees
— General statement on industrial relations and details of time
lost through industrial accidents and disputes
— Major committees sponsored purposes of committees and
achievements.
— Details of Industrial accidents and disputes
— Major committees sponsored purposes of committees and
achievements.
Freedom of Information
The Freedom of Information Act 1982 allows the public a
right of access to documents held by the Board. Freedom
of Information requests are made in writing describing the
documents requested to the Resort’s Principal Officer, Leona
Turra. In the reporting period (ending 31 October 2011),
no requests for information were received, therefore none
responded to.
18
Kids having ‘a ball’
Info Services
Major External Reviews
Mt Baw Baw ARMB also participated in several Alpine Resort
Reviews (Mt Baw Baw and AASA Customer Satisfaction
Studies). Mt Baw Baw Alpine Resort Management Board
reviewed and developed its 5 year Strategic Management Plan
– which was presented to the Minister in July, 2011 and it was
gazetted in October 2011.
Deloitte conducted a review of Management practices, but the
Report was not released at the time of this Report going to print.
Overseas Visits Undertaken
Reporting Requirements under
the Financial Management Act
1994
Declaration of Pecuniary Interests
Declarations of Pecuniary Interests are recorded both in Audit
processes and in the minutes of the Board’s monthly meetings.
The declarations illustrate details relating to Members of the
Board and Executive Staff.
Details of Shares held in
Statutory Authority or Subsidiary
There is no record of any shares of this nature being held by
Board members or staff members.
Major Committees
The following Committees were formed by the Board:
— Audit, Risk Management and Compliance Committee
— People and Governance Committee
— Community and Stakeholder Committee.
National Competition Policy
The Board adheres to the principles of the National Competition
Policy (NCP) to ensure that any business competition with
private entities takes place in an environment where the Board
has no competitive advantages.
Major Contracts
The Board undertook several funded projects which required
contracts. These contracts / expenditure have been reviewed
within Auditor General processes. Mt Baw Baw has not entered
into any contracts that exceed $10M.
Publications Produced/Reviewed
1. Mt Baw Baw Alpine Resort Management Board 2010 Annual
Report.
2. Mt Baw Baw Alpine Resort Management Board 2010-2011
Corporate Plan.
3. Mt Baw Baw Alpine Resort Management Board Penultimate
Draft SMP 2007-2010.
4. Mt Baw Baw Alpine Resort Management Board Strategic
Management Plan 2011-2016.
5. Mt Baw Baw Alpine Resort Draft Environmental Management
Plan 2007-2010.
6. Mt Baw Baw Alpine Resort Marketing Plan 2011.
There have been no other reports produced during the reporting
period of this report.
One overseas study visit occurred during the reporting period
by the Chief Executive Officer, who visited a number of Resorts
in USA as part of her professional development and to observe
industry best practice.
Details of Consultancies over $100,000 – Nil
Details of Consultancies under $100,000
TThe Board engaged ten Consultants for a total cost of
$230,420 during the reporting period. None of the consultants
engaged had annual fees exceeding $100,000.
Office based environmental impacts
The Resort is moving to a paperless filing system; all
photocopiers are set to double side print; our photocopiers
have been updated to reduced energy requirements; waste
paper is recycled; the IT Network is moving to reduced energy
consumption; where possible we use recycled paper; we use
fans/natural air movement instead of air conditioners; lighting
has been changed over to minimal energy requirements; the
roof has been insulated; and the new heating is an Hydronic
recycling system.
Purchasing
The Board, as an independent manager of and investor in the
Resort’s assets, purchases services and goods, in line with
the Victorian Government’s Purchasing Guidelines and
Victorian Industry Participation Policy disclosures. In doing
this, the Board applies the following principles:
— Value for Money
— Open and Fair competition
— Accountability
— Full Cost Recovery.
Major Public Relations and Promotional
Activities
During the reporting period the Board entered into an
Agreement with Tourism Victoria to implement a promotional
program for Victoria’s Alpine Resorts. This program was
coordinated through the Board for Alpine Resorts Tourism
(BART). The Board contributed $10,000 to this program. During
the reporting period, the Board implemented and participated in
a number of marketing initiatives including:
— participation in Tourism Victoria’s Alpine Resorts
promotional campaigns
— attendance at Board for Alpine Resort Tourism (BART) Ski
Marketing Committee meetings
— attendance at Tourism/Trade Shows
— promotional activities with regional tourism groups
— membership of West Gippsland Regional Tourism
Association
19
— membership of Destination Gippsland’s Marketing
Committee
— membership of Walhalla & Mountain Rivers and Gippsland
Gourmet Local Tourism Associations
— foundation membership of Baw Baw Alpine Local Tourism
Association
— television, print and radio advertising in Gippsland and
Melbourne
— sponsorship and support of events held at Mt Baw Baw
Alpine Resort
— distribution of information/newsletters to stakeholders
— participation in regional and state snow reporting programs
— operation of a web site (www.mountbawbaw.com.au) with
links to a number of Resort, Tourism and Ski Industry
related pages.
Many Familiarisation and Media Tours were conducted, the
most notable including:
— BYO Kids website – Leah Squire
— Holidays with Kids Mag – Andrew Mevissen
— Bharat Times – Ramyani Dutta
— Leader newspaper – Liam McAlee
— The Age – Jane Reddy
— Herald Sun – Loretta Hall
— Brigitte Duclos – Mix 101
— Latrobe Valley Express – Annabelle Beale
— Mix 101 – Joe Bovalino
— Tourism Vic – Baw Baw/Phillip Island Tours
— Star FM breakfast crew- two outside broadcasts
— Baw Baw’din, Aussie Snowboarder and 7 peaks filming
— WIN TV visits throughout the season
— Weekly interviews on 3GG radio
Community Group(s)
Accountability
Social Access and
Equity Accountability
People who are Culturally Diverse
In line with the Government’s Multicultural Policy, the Board
has introduced signage systems which use graphic symbols
to advise Resort users of important features about Resort use.
This has been particularly appropriate in alerting non-English
speaking visitors to the existence of safety hazards and to any
limitations on the use of particular areas within the Resort. We
have conducted staff training specifically so that we can deliver
culturally appropriate services to All Victorians.
Gender Equality
The Board is committed to providing equal opportunity
advancement for all employees and has adopted a recruitment
structure based on a merit based selection process. The Board
is also committed and will continue to facilitate (where possible)
work and family responsibilities for all employees.
People with Disabilities
The Resort engaged with Vision Australia to develop a package
of services and subsidies for people who are blind or have
significant sight loss, for all year visitation to the Resort. Resort
staff attended the Disabled Wintersport Australia training
program, with a view to assisting people with skeletal disabilities
so that they also can enjoy alpine snow sports. One of the
buildings put up for Tender was a unit specifically designed for
people with disabilities and plans for the development of the
Alpine Hotel include access for people who are in wheelchairs.
Training by Vision Australia
Access to the Alps
20
Youth & Economically Challenged People
In line with the Government’s vision for young people, the Board
employs trainees.
Mt Baw Baw ARMB also provides regular environmental and
safety student talks throughout the winter season.
In line with our brand positioning in 2011, ‘Adventure on Any
Budget’, the Resort’s pricing policy is particularly aimed at
families and younger people, who traditionally have limited
disposable income. The challenge for the Resort is to remain
commercially sustainable, while still responding to this social
need. Prices will increase in 2011, but we will still ensure that
they are good value and offer the everyday family/person the
opportunity to access the Alps.
The Resort has a range of accommodation (and prices) which
provides the opportunity for all Victorians to have an overnight
experience in the snow.
Alpine Village Life
The Resort has completed year four of upgrading staff
accommodation, to attract quality staff who are interested in
living at the Resort, all year.
Indigenous People
The Mt Baw Baw ARMB is aware of the whole of Government
policy to develop partnerships to achieve Indigenous aspirations
for land, culture, heritage, family and community. This year,
one specific project to improve the inclusiveness of Indigenous
people in Resort activities and programs for this reporting
period was the engagement of a Gunai Kurnai artist to deliver an
exhibition. This was extremely successful. The Resort has also
engaged with Indigenous communities to assist in the review of
a possible cultural site at Mt Baw Baw in 2011.
The Resort engaged with the traditional owners of the Mt Baw
Baw Plateau (Gunai Kurnai people) throughout all proposed real
estate development and planning applications.
There are now nineteen individuals who live permanently at the
Resort, which increases
the vibrancy of all year
operation. In the white
Season, there are
approximately 95 staff
who live on the Resort.
The Resort delivers a
range of key community
services such as: Post,
First Aid, Information /
Signage and Internet
Services, Roads and
Access, Waste and
Water Management,
Public Shelters / Toilets.
Postal Services
Ski Patrol
The CEO is a member of the Australian Ski Areas Association
Indigenous Affairs Committee as part of a campaign to
encourage visitation to the Alpine areas by people who have an
Indigenous Background.
21
Reporting Requirements under
The Whistleblowers Protection Act
2001
The Whistleblowers Protection Act 2001 came into effect on
1 January 2002. The Act is designed to protect people who
disclose information about serious wrongdoing within the
Victorian Public Sector and to provide a framework for the
investigation of these matters.
The protected disclosure coordinator for the Department of
Sustainability and Environment (DSE) acts as an agent for
the Mt Baw Baw Alpine Resort Management Board to receive
disclosures under the Act, and applies DSE procedures
in managing disclosures. Interested people can find DSE
procedures on the Internet:
ÆDSE Home > About DSE > Legislation > Whistleblowers
The Protected Disclosure Coordinator can be contacted at:
Jennifer Berensen
Manager Privacy & Ombudsman
Department of Sustainability and Environment
PO Box 500
East Melbourne VIC 3002
Ph: (03) 9637 8697
The Protected Disclosure Coordinator is responsible for the
following:
— receive all disclosures forwarded from the protected
disclosure officers
— receive all phone calls, emails and letters from members of
the public or employees seeking to make a disclosure
— impartially assess each disclosure to determine whether it is
a public interest disclosure
— refer all public interest disclosures to the Ombudsman
— be responsible for carrying out, or appointing an investigator
to carry out, an investigation referred to the public body by
the Ombudsman
— be responsible for overseeing and coordinating an
investigation where an investigator has been appointed
— appoint a welfare manager to support the whistleblower and
to protect him or her from any reprisals
— advise the whistleblower of the progress of an investigation
into the disclosed matter
— establish and manage a confidential filing system
— collate and publish statistics on disclosures made
— take all necessary steps to ensure the identity of the
whistleblower and the identity of the person who is the
subject of the disclosure are kept confidential.
Alternatively, the Ombudsman can be contacted at:
The Ombudsman Victoria|
Level 9, 459 Collins Street
Melbourne VIC 3000
Tel: (03) 9613 6222
Toll Free: 1800 806 314
TABLE C:
Report of Disclosure to 31 October 2011
Disclosures made to Mt Baw Baw ARMB during 2010-2011
No of
Disclosures
Types of
Disclosures
Nil
-
Disclosures referred by Mt Baw Baw ARMB to the Ombudsman for determination as to whether they are of public interest
Nil
-
Disclosed matters referred to Mt Baw Baw ARMB by the Ombudsman
Nil
-
Disclosed matters referred by Mt Baw Baw ARMB to the Ombudsman for investigation
Nil
-
Investigations of disclosed matters taken over by the Ombudsman from Mt Baw Baw ARMB
Nil
-
Requests made under Section 74 to the Ombudsman to investigate disclosed matters
Nil
-
Disclosed matters that Mt Baw Baw has declined to investigate
Nil
-
Disclosed matters that were substantiated upon investigation and the action taken on completion of the investigation
Nil
-
Recommendations made by the Ombudsmen that relate to Mt Baw Baw ARMB
Nil
-
Fair Trading Act 1999
Information Privacy
From 1 June 2004 new regulations under the Fair Trading Act
1999 came into effect.
The Information Privacy Act 2000 deals with the manner in
which public and private sector organisations may record, use,
store and disclose information collected from individuals. The
Board is committed to upholding the Privacy Principles set out
in the legislation.
The Fair Trading (Recreational Services) Regulations 2004
make it possible for suppliers of recreational services to obtain
consent from customers to waive their rights under the Act,
including their right to take legal action against the supplier if
they die or are injured while using the services.
In compliance with the Fair Trading (Recreational Services)
Regulation 2004 Mt Baw Baw Alpine Resort Management
installed warning signs at both ticket gates to alert visitors to
the fact that they are being asked to agree to waive their rights
under the Fair Trading Act 1999.
22
Research and Development
The Board continued to support the ongoing research into
the Baw Baw Frog being conducted by the Department of
Sustainability and Environment.
Victorian Industry Participation
Policy Act 2003
This Act requires Public Bodies and Departments to report on
the implementation of the Victorian Industry Participation Policy
(VIPP).
Departments and public bodies are required to apply VIPP in
all tenders over $3 million in metropolitan Melbourne and $1
million in regional Victoria.
The Resort has not commenced or completed any contracts
during 2010-11 to which VIPP applied.
Mt Baw Baw employed one trainee this year.
The Corporate Plan must include:
a. A statement of corporate intent in accordance with Section
54 of the Act
b. A Business Plan containing the information required by the
Minister
c. Estimates of the receipts and expenditure of the Board for
the period of the Plan.
The Business Plan is also developed on an annual basis to
specify the annual objectives of the Board and to measure the
performance of the organisation against the objectives identified
within the Corporate Plan.
The Board has identified and has structured its Corporate Plan
on a set of core responsibilities. These are:
— Operating Environment
— Statement of Corporate Intent
— Business Plan
— Financial Plan.
The Corporate Plan for 2010-2013 and the Annual Business
Plan were submitted to the Minister in December 2010.
Annual Report
Section 45 of the Financial Management Act 1994 requires the
Board to prepare an Annual Report. The Annual Report must be
approved by the Minister each year.
The Annual Report must include:
a. Reports of operations and financial statements of those
departments or public bodies, or both
b. A report of operations and financial statements
consolidating information provided by those departments or
public bodies, or
both.
The Annual Report
2009/2010 was
submitted to the
Minister in January
2011. The 2010/2011
Annual Report is to
be submitted to the
Minister in January
2012.
Licensed Tour Operator
Building Act 1993
In addition to risk management matters (detailed in the CEO
Report), the Board has engaged JRMA Building Services Pty
Ltd to provide municipal building surveyor, general building
maintenance and fire safety compliance advice to the Board.
This consultancy enables the Board to fulfil its obligations in
relation to the Building Act 1993.
Statutory Reporting
Corporate Plan
Section 53 of the Alpine Resorts (Management) Act 1997
requires the Board to prepare an annual Corporate Plan. The
Corporate Plan must be approved by the Minister each year.
23
Mt Baw Baw Alpine Resort Management Board Objectives (KPIs)
These KPI’s were developed in mid 2011 and endorsed by the Minister in September 2011. They
will be reported on in 2012
KPI
1
2
3
4
Key Performance Indicator
Measurement of Success
Outcomes for 2012
Protect and celebrate the subAlpine environment
a) Manage biodiversity and Environment
a) Review Environmental Plan
b) Interpret and communicate
b) Rollout Interpretation plan
c) Minimise impact
c) Promote ‘Leave No Trace’
d) Plan Landscape - appropriate development
d) Review Master Plan
e) Manage Wildfire Risk
e) Review Fire Risk Management Plan and
Conduct Resort Evacuation Procedure
a) Pursuit of the Transformation Project
a) Lobby and Market Project
b) Enhanced Information Technology
b) Monitor ICT Plan
c) Adherence to Public Service Standards
c) Continue to Rollout SSA
d) Risk Management best practice applied
d) TQM approach used for Risk
management
e) Assets managed
e) Use of MEX /Asset planning
f) Improved workplace quality and accessibility
f) Corp Services Committee to
monitor
a) Optimised white season
a) Use of Dry slope activities, snowmaking &
Mown trails
Achieve organisational and
financial sustainability over time
Achieve sustainable year-round
market growth
Build a broader understanding of
accessibility
Standards
b) Build a sustainable Green Season
b) Continued Promotion of new products and
existing infrastructure
c) Strengthen regional and alpine Tourism
c) Continue to engage in Destination Gippsland /
Baw Baw Shire and the three LTA’s
d) Improve Road Access
d) Pursue sealing of the South Face Road and
maintenance of the Baw Baw Tourism Road
a) Develop Cultural Competency
a) Pursue knowledge of the Asian market
b) Evaluate and improve Disability provisions
b) Promote and support people of all abilities(
eg Sit Ski and Vision)
c) Maximise participation
c) Engage primary markets
5
6
7
24
Strengthen communication
with the Community and the
Traditional Owners of the Land
a) Strengthen Communications channels
a) Pursue database; email
review website
newsletters &
b) Promote Regional Economic contribution
b) Presentations / Papers and lobbying
c) Increase traditional Owner Involvement and
Engagement
c) Engage with Gunai Kunai Land &
Water
Management Board to
develop
Traditional Owner
Settlement
Agreement
Ensure integrated and
transparent planning and
leasing processes
a) Manage lease renewals and Fee Setting
a) Engage with Leaseholders as
as they show interest
b) Improve Planning transparency and
Initiatives
b) Conduct consultations and Working groups
Ensure sound governance,clear
roles and responsibilities
a) Clarify Policy and Governance
a) Develop Briefing Papers
b) Enhance Transparency and accountability
b) Board Newsletter to go to
after each meeting.
soon
stakeholders
KPI Economic Scorecard
KPI
Area
Performance
2010/11 Year Target
2010/11 Success/Failure
E1
Net Cash Flow
Net Operating Cash Flow plus Net
Investing Cash Flow as reported
in Cash Flow Statement
($2.7m) budgeted – no
allocation for DSE funding
($3,514,000) – without DSE
funding
E2
Net Accrual
Surplus
Net Profit before allocation
to reserves as reported in
the Statement of Financial
Performance
($2.3m) budgeted – no
allocation for DSE funding
($3,880,513) – without DSE
funding
E3
Business Cycle
Sustainability
Ratio of Total Financial Assets
less — Net Accounts payable
— Total Accrued Employee
Entitlements to Snow Drought
Reserve Target
$329,800 : $90,000
E1 is primary focus but
partial funding was achieved
($1664,108) : $90,000
E4
Asset Cycle
Sustainability
Ratio of Total Financial Assets
less — Net Accounts payable —
Total Accrued Employee
Entitlements — Snow Drought
Fund to Total Accumulated
Depreciation of all Assets
$329,800 : $2,741,288
E1 is primary focus but
partial funding was achieved
($1774,108) : $4,029,078
E5
All Season Report
Visitor Numbers — white season
— green season
Green Season target of
40,000
White Season target of
30,000 (10 year average)
Successful — 50,000
Green Season $4.00 per
Visitor
White Season 36.00 per
Visitor
Green Season $4.50 per
Visitor
White Season $32.24 per
Visitor
E6
Average Visitor
Spend
Ratio of total Revenues to Total
Visitors (winter and non-winter)
Ski Patrol To Rescue
Successful — 52,000
Early Snow Brought The Crowds
25
Resort Report
Mt Baw Baw Alpine Resort Management Board Annual Report responding
to The Draft Penultimate Strategic Management Plan (SMP) 2007-2011
The Victorian Alpine Resorts 2020 Strategy was prepared in
response to Government’s identification of a need for a state
wide long-term strategy to maintain the quality of Victorian
Alpine Resorts and plan for potential impacts of climate change.
The purpose of the Strategy was to explore ways in which
Victorian Alpine Resorts’ contribution can be grown, countering
periodic poor snow seasons and stable winter visitation, with
the opportunities arising from the high growth in non-winter
visitation
The document was structured around six statements of
strategic direction on:
— Climate change;
— Resort use and visitation;
— Development of the Resorts;
— Vibrant Resorts;
— Environmental management; and
— Stewardship of public land.
Mt Baw Baw Alpine Resort Management Board (like other
Victorian Resorts) has prepared, consulted and submitted to the
Minister a Draft Penultimate Strategic Management Plan (SMP)
to respond to the 2020 Strategy.
The Minister had requested that Mt Baw Baw ARMB develop a
SMP to be submitted by January 2011 for his consideration.
Note that next year, the Board will report against its recently
approved SMP.
Mt Baw Baw Strategic Directions (Goals)
Statements of strategic direction were developed under twelve
directions or goals, which need to be addressed in the future.
These themes have their basis in the Alpine Resorts 2020
Strategy.
Those being:
1 Climate change
2 Use and visitation
3 Development
4 Vibrant Economy
5 Environmental Management
6 Stewardship
7 Operations
8 Tourism
9 Hospitality
10 Marketing
11 Political Awareness and Engagement
12 Caring Community
These Strategic Directions also respond to the ‘Quadruple
Bottom Line’ in terms of:
— economic viability and sound financial performance
— social responsiveness
— environmental sustainability
— democracy and accountability
The following reports then depict the progress that has been
made in the past year.
26
1 Climate Change
The Board of Management has a commitment to undertake
globally accepted tactics, enabling the Resort to plan for
Climate Change. These tactics include Mitigation; Adaptation;
and Minimisation of Green House emissions (to contribute to
the slowdown of Climate Change). The Board also undertakes
to continue to monitor Climate Change and its effect upon our
operations, in terms of reporting the following actions have
been implemented or undertaken over the past 12 months:
— we have continued to collect data via a specific data base
which is connected to the Bureau of Meteorology. This data
is also used to enable efficiency of our existing snow making
system
— our maintained data sets are able to be used for future
assessment of the impact of climate change.
Mitigation
— We have continued to conduct research of marginal
temperature/resource efficient snowmaking, enabling wise
investment
— Our planning for expansion of the snow making system
focuses on ensuring that our high use areas (i.e.; downhill
runs, toboggan runs, and our snow play areas) are those
identified for future snowmaking projects
— We continue to refine our snowmaking/grooming systems
and implement snow farming (where possible) to ensure
that we achieve maximum snow depth at economically
optimum sites.
2011 Season and
Snowmaking Conditions
depth of 37cm attained during this period.
The 2011 ski season was one of early snowfalls and
inconsistency, with lift operations running for a total of 61
days. The first lifts opened for the season on June 11 which
provided three lifts in operation immediately after opening
weekend on 33cms of natural snow cover. Lifts operated for a
short period from June 11 until June 26 when they closed due
to lack of follow up snowfalls. Lifts re-opened on July 7 and ran
consistently for 45 days until they closed again on August 20.
The peak of lift operations occurred within the period of July 9
until August 4 with all lifts operating and the maximum snow
Snowmaking was undertaken for a total of 71.5 hours which
enhanced lift and snow play operations and consolidated the
base in the lower altitude and busier sections of the ski area.
Snowmaking hours were once again down on the average
with marginal opportunities during June and July and some
significant opportunities in August which assisted operations
until the lifts closed on 28th of that month.
TABLE D
Overview Ten Year Operations Statistics
Year
Total Annual Snowfall
(cm’s)
Max. Natural Depth
(cm’s)
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
Average
89.5
196
136
192
185
58
174
233
277
111
165
10 Year Ave
37
104
40
120
115
15
46
84
100
50
71
10 Year Ave
Max Depth in
Snowmaking Areas*
(cm’s)
45
113
45
120
115
30
75
125
120
NA
87
9 Year Ave
Snow Making Hours
Ski Lift Operating
Days
71.5
88.5
80
110
160
300
136
158
297
356
176
10 Year Ave
61
89
66
81
91
71
76
103
77
66
78
10 Year Ave
* The resort operated 11 Guns in 2006, 2007, 2008, 2009, 2010 & 2011; 10 in 2004 & 2005; 7 in 2003, 3 in 2002 & 2 in 2000 & 2001
Snowmaking
Battle of Baw Baw 2011
27
Adaptation
— The Resort has three Green Season Walks (which cater to
various levels of fitness) which have been developed (with
‘points of interest’ numbering and trail guides).
— An alliance with the Walhalla Star Hotel and the Resort has
successfully enabled the development of the Great Walhalla
Alpine Trail to attract both domestic and international
walkers.
— Executive staff are members of the Gippsland West Regional
Tourism Association as well as Gippsland Gourmet LTA and
the Walhalla and Mountain Rivers Tourism Association, to
ensure robust relationships exist between the Resort and
neighbouring tourist destinations. This will position Mt
Baw Baw to be regarded as a regional Green Season tourist
destination
— The Resort developed a Rock Spa Pool and Sauna for all year
use in 2010 and this proved very popular in 2011.
— The Resort utilised a Big Air Bag and Bungy Tramp for all
year use and developed a Tube Run in 2011.
— Resort management has researched other summer products
such as Zip Lines, Mountain Biking, Rock Climbing Walls,
Giant Swing, other All Year adrenalin sports and artificial
slopes.
.
Minimisation of Climate Change
— The Resort has implemented the State wide and National
‘Keep Winter Cool Campaign’ which strongly promotes
methods of minimising global warming
— Energy use audits were be conducted in 2011 in most ARMB
buildings, with Energy Efficiency Plans now enabling a
Resort wide approach to this issue.
— Alternative forms of power provision are being researched
— Water minimisation has been researched
— Alternative renewable power sources have been investigated
— Snowmaking will continue to be researched and
implemented.
2 Use and Visitation
Visitor numbers were reasonable given what was considered to
be a below average season with a total of 61 lift operating days
and a total of 72 days of snow play and tobogganing on Frosti
Frog Hollow and Frantic Frog Toboggan Runs. This saw a total
of 37,097 visitors, which in turn represents a 29% decrease on
visitation when compared to 52,823 visitors for 2010.
Visitor days also reflected a 21% decrease on 2010 with a
total of 52,438 compared to 67,068. All snow activities where
undertaken on a ‘below average base’ of natural and machine
made snow cover throughout the operating period. All members
of the snowmaking and grooming crews are to be commended
for their effort in the provision of a full cover under marginal
conditions.
28
White Season Visitation
—Frantic Frog Toboggan Run and Frosti Frog Toboggan Run
supported the rapidly increasing Mt Baw Baw ‘snow play’
market segment. The Board is investigating the potential of
an additional Toboggan Run.
— The Cactus Black Group sponsored the ongoing construction
of appropriately designed and constructed Rail Park. This
followed recognition of the need to deliver products which
engage with the younger generation who visit Mt Baw Baw
because of its ‘affordability’ (market positioning). The Terrain
Park was widely acclaimed and very successful
— Snow arrived on June 11
— The Forum Rail Jam was cancelled due to low snow
— A designated staff member was appointed to enable cross
country grooming (whenever possible)
— The Alpine Hotel was the primary Food & Beverage Outlet
mid-week
— The volunteer Snow Host Program was successfully run
again this year to support ‘first time visitors’ to Mt Baw Baw
— The Resort employed cleaning staff to ensure that public
amenities were regularly cleaned and accommodation could
be relet quickly after use
— Baw Baw Ski Hire made snow shoes available again for
public hiring, in response to public demand for that new
product
— The Toboggan Infrastructure Levy raised $30,943 in its
sixth year (a co-operative arrangement between Baw Baw
Ski Hire and Resort Management helped to facilitate this
arrangement). Documentation was made available to
tobogganists to ensure they understood the rationale for the
Levy. All mountain toboggan suppliers were also provided
with that rationale
— Mt Baw Baw ARMB and Vision Australia reviewed and
expanded their Agreement whereby Vision Australia and
the Resort subsidised resources for people who are blind /
vision impaired (and their families)
— Packages including Accommodation, Resort Entry and
Lessons were extended
— An aggressive marketing campaign (including radio and TV)
ensured winter visitation was maximised
— Baw Baw Bob, Betty and Bruce (our three shuttle buses)
were in operation all season, with growing popularity
— On several weekends, the Resort was at maximum capacity
level
— July was a high visitation timeframe
— ‘Child friendly’ products were developed and proved to
be very popular – both on and off snow (e.g. Santa for
Christmas in July). These activities have a dual role in both
entertaining our younger visitors and giving their Mum and
Dad a ‘break’.
— The Accommodation Booking Service delivered near
‘average year’ accommodation in a ‘low snow season’
— ‘Online access’ (with the capacity to book ‘on line’
accommodation) was continued in the 2011 season,
however there were problems and this matter has been the
source of a review post season.
TABLE E:
TABLE F:
Resort Visitation
White Season Visitation Trends
Year
Visitors
Visitor Days
2002
33,951
42,527
2003
39,009
49,447
2004
47,174
57,811
2005
27,040
35,349
2006
16,557
21,486
2007
50,657
68,259
2008
44,616
64,285
2009
39,075
52,952
2010
52,823
67,068
2011
37,097
52,438
10 year average
38,800
51,162
The Resort’s winter visitation trends are shown below:
The Resort had 39,097 individual visitors
Mt Baw Baw Number of Visitor Days
(2000 - 2011)
80,000
70,000
60,000
50,000
40,000
Visitor
Days
30,000
20,000
10,000
-
Year
TABLE G:
Visitor Days
Alpine Hotel
And they stayed with us for 52,438 visitor days
Of particular note, our visitors do not stay even if there was a lot
of snow —
see Table below
Mt Baw Baw Number of Visitors
(2000 - 2011)
60,000
50,000
Visitors
40,000
Visitors
30,000
20,000
10 Year
Trend
10,000
-
Year
TABLE H:
Snowfall vs. Visitor Days
DĂǆŝŵƵŵ^ŶŽǁĨĂůůǀƐsŝƐŝƚŽƌĂǇƐďǇDŽŶƚŚ
100
100
30,000
20,000
15,000
10
50
10,000
sŝƐŝƚŽƌĂǇƐ
5,000
-
DĂŝŵƵŵ^ŶŽǁĨĂůůŝŶĐŵƐ
Maximum
Snowfall in cms
25,000
Snowfall
(cm's)
0
1
Jun-11
Jul-11
Aug-11
DŽŶƚŚ
29
Green Season Visitation
— A number of Events occurred in Green Season 10/11,
commencing with New Year’s Eve celebrations and finishing
with the Mother’s Day pampering packages
— The highlight of the Green Season were the Mountain Bike
Events held in March 2011
— A Calendar of Events was established and sent to all
Mountain Lodges so they could promote those activities to
their members
— The website and local tourist regional publications advertised
Green Season activities
— Picnic hampers were promoted for romance packages
— Green season Trail Maps were developed and widely used
(resulting in visitor statements of satisfaction and approval).
These were made available at various points around the
Resort
— Brochure promoting conference/functions options was
developed and distributed
— Several corporate entities utilised the Conference Centre,
and we had a number of special functions (Weddings and
Conferences)
— Village Central was open seven days a week in the Green
Season. It is considered to be a ‘loss-leader’ situation in this
early stage (it offered limited trade mid-week)
— The Decking on Village Central proved to be very popular
— Picnic points have been identified on all documentation and
were widely used
— Various artists and photographers willingly cooperated with
local cheese makers and wineries in providing presentations
(which proved to be popular with the visitors)
— The new ‘Boulders Walk’ was licensed in 2011
— Several cultural groups visited in 2010/11
— Visitation numbers remained stable; from 46,992 in Green
Season 2009/2010 to 50,611 in Green Season 2010/2011 –
a solid achievement.
TABLE I:
Green Season Visitation Trends
Mt Baw Baw Number of Visitors
(Green Season 2001 - 2011)
60,000
50,000
Visitors
40,000
30,000
Visitors
Green
Season
20,000
10,000
-
Year
30
Green Season Visitation Trends
Experiences on offer
Our new strategic direction has enabled the development of:
— Soft Adventure (mountain biking, adrenalin activities, events)
— Nature Based Experiences (guided walking, eco education,
wildflower appreciation)
— Wellness Experiences (mountain retreats, fresh mountain air,
fine foods, family connectivity, Rock Spa Pool, Sauna and
Massage)
— Cultural experiences (free entertainment, wine appreciation
and artist displays).
Each of these experiences firmly represents the Resort as an
ALL year alpine environment whilst engaging a variety of target
markets
High Altitude Training
Guided and Unguided Walks
In The Wild
Our Rock Spa Pool
All Year Visitation
Mt Baw Baw Is Popular For Weddings
Marriage On High
Snow Play is Always Fun
— Mt Baw Baw was represented on a number of the regional
tourism associations
— Amenities were provided in the main village visitor block
(seating, heating, power points for urns)
— Negotiation commenced with Parks Victoria to ensure
greater understanding between Parks Victoria and the
Resort to gain common understanding about the Resort’s
direction
— Trip Intention Notices (to support walkers) were available
from Village Central, Kelly’s Lodge and the Administration
Building
— A computer terminal for public use was made available at
Village Central
— Decking to Village Central was utilised, providing all season
access for disabled visitors to the Resort
— Hotel rooms were popular and enabled the availability of an
alternative form of accommodation all year
— Information and education pamphlets were made available
through Village Central all year
— Guided and non-guided walks were established and utilised
by Resort visitors all year
— The selection criteria relating to the development of new
‘all year products’ was utilised ensuring a good fit with
the Mt Baw Baw brand, our market segments and tourism
emotions.
31
3 Development
The development of the Resort including existing infrastructure
and future Real Estate are matters to which the Board gives
great deliberation. To this end, the following activities occurred
in the 2009/2010 season:
Village Design
— Environmentally sustainable building plans for sites 4,
5, 7 and 18 have been developed by Peter McIntyre and
Associates (renowned and credible alpine architect)
— The Board considered the pathway to finalising the
Comprehensive Development Plan. This was put ‘on hold’
due to the matter being reviewed at a state wide level.
— The Resort has been fully re-surveyed, enabling all sites to
be entered on the State Cadastral. This ensures that leases
will be able to be registered and therefore lease holders will
be able to gain financial institution interest in underwriting
investment
— The Board continued to implement the Resort’s Urban
Design framework
— Mt Baw Baw Alpine Resort Management Board and Baw
Baw Shire have continued to seek support for the sealing of
South Face Road
— Some Stakeholders upgraded their lodges to ensure that
external changes complied with the Resorts urban design
plan (building fabric and colour scheme)
— A new lease (which is both in line with government leasing
policy and the Board’s desire to attract investment)
has been developed and implemented. This will enable
leasing of ‘footprints‘ (reduced site fee cost) and enables
implementation of the ‘Hot Bed policy’ (which encourages
investors)
— Retail Shop (now located in Snowgum) had noticeable
increased visitor use and satisfaction (however with limited
improvement in revenue).
Accommodation
— The refurbished Hotel and Family Cabin accommodation
options continue to respond to customer demand for a
higher quality of accommodation type availability
— Banksia Lodge, Snowgum Lodge and Echo Lodge provide
staff housing (freeing up commercial accommodation for
public use)
— Formal discussions have occurred between Management
and individual Lodges assisting greater understanding of the
Resort’s strategic planning, in relation to accommodation
styles
— Management encouraged Lodges to continue to deliver
lodge style accommodation to meet one of our market
brands (affordability)
— The Linen and Lodge Cleaning service continued in 2011
(with additional linen being paid for in year two), and Lodges
have increased capacity to offer lodge accommodation to
the public, given the provision of these services
— Some clubs employed managers to facilitate access use by
mountain visitors
— Some of the Resort’s Accommodation Booking Service staff
have now been in continuous service, ensuring continuity
for 3 years
32
— The Altitude Apartment was utilised by the media enabling
‘on mountain presence’ (local radio station, local
newspapers, photographers and other dignitaries from
various organisations) with whom the Resort wishes to
establish a commercial relationship
— The Staff Accommodation Maintenance Plan was
implemented.
Access
— A new Vehicle Access Office to the Resort is now being
planned - to be placed in Day Car park area
— The South Face Road (completed in May 2008) proved to be
increasingly popular in 2011
— Baw Baw Betty and Baw Baw Bob (the Resort’s Shuttle
Buses) were operational all year and mainly Melbourne
visitors used this service, and we purchased Baw Baw Bruce
— Vic Roads has improved signage on tourist roads to the
Resort
— Improvements and further development of the Gippsland
Fast Rail link have assisted connection with the mountain’s
transport service. Research relating to the possibility of
public transport from V Line Station at Morwell up to Mt
Baw Baw Alpine Resort was conducted.
Communications
— Several newsletters were sent to Lodges in relation to the
new building requirements (e.g. fire prevention) and about
Event Weekends
— The Board continued to ensure that Lodges were compliant
with Building Commission Regulations relating to Fire Safety
— Snow reporting occurred every day during the White Season
as Chain fitting continues to be an issue at the Resort, in
relation to customer satisfaction and exposure to legal
liability
— The Website has become the first point of contact with the
Resort by the Customers. Over 256,718 direct contacts have
been captured through this medium
— Incoming telephone lines have been increased from three to
five lines
— Wi Fi connection has been enabled to both the Alpine Hotel
and to Village Central.
Infrastructure
— Increased Snow Fencing was implemented
— Our small Groomer saved the day due to breakdown of our
larger (much older) Groomer Machine and the slow arrival
of our new Bison Prinoth (leased and ‘pre-loved’)
— The RTP database was implemented across all points of sale
— More security cameras were installed
— Ongoing negotiations with several stake holders has
occurred in relation to alternative renewable energy
provision
— The Resort has continued to maintain natural resources (land
and water) alongside Resort expansion and development
— The Resort has developed Plans of Critical Services (gas
/ water / drainage / sewerage / fire services and electrical
infrastructure)
— We leased several new skidoos but international wharf
arrangements resulted in non-arrival until October.
Alpine Dependency
— The Alpine Cabins have promoted the concept of ‘living in
harmony with the alpine environment’
— There has been promotion of the Resort’s unique heritage
and environment
— The Resort has highlighted the virtue of an Alpine Urban
Character within its Real Estate Revitalisation Project
documentation
— Discussions with stakeholders have emphasised intimacy
and a sense of belonging within an alpine village context.
Strategic Direction and
Attracting New Investment
A key objective of the Mt Baw Baw Alpine Resort Management
Board during recent years has been both to build on recent
investments and to prepare the Resort to attract significant new
investment that will see the Resort grow and prosper.
This has been achieved though significant improvements in
Resort infrastructure that have been funded from the Victorian
Government. The Board is committed to developing a variety
of new accommodation, commercial and recreational services
within the Resort. The Board has developed a new concept
in self-contained family accommodation which proved to be
popular with the public and can be further developed.
Building Services
Building Act 1993
The Mt Baw Baw Municipal Building Surveyor (MBS) at Mt
Baw Baw is John Austin. Inspections of lodges were therefore
principally undertaken by a CFA officer or by John Austin for
action. Most clubs are still proactive and able to demonstrate
compliance relating to the testing of fire safety equipment at the
commencement of the ski season.
The Building Officer and CFA Officer in commenting on end
of season results advised they were good, albeit with minimal
resources.
Building-related risks have been identified and reduced, and
the building owners and managers are far more aware of
their responsibilities and options to achieve compliance with
maintenance of essential services.
Again the year was free of major structural fire incidents and
education of owners and safety for occupants was improved.
In 2010-2011, challenges (relating to wildfires) continued to be
present and will need to be addressed in the coming years.
The Board developed a comprehensive Wildfire Risk
Management Plan, which integrates with Municipal, Regional
and State-wide Plan Risk Management Plans.
The 2005/2011 Draft Strategic Management Plan has almost
addressed all of the Resort’s early Strategic development issues.
A new SMP was developed, accepted by the Minister, and
Gazetted in late 2011.
Key issues include all year visitation; development of the Resort
for tourists; provision of additional car parking; connectivity to
an increased power source; and sealing of the South Face Road.
The ARMB has also developed a Business Plan for Government
consideration.
Accommodation nestled in the Snowgums
33
Public Health Services
The Baw Baw Shire Council has provided Health Service
Assessments to the Mt Baw Baw Alpine Resort Management
Board.
Food Premises
The total number of ARMB registered premises is three.
Provisions of the Food Act 1984 and Tobacco Act 1987 were
supervised. Staff in several premises were new to the area
and the Victorian legislative requirements. Information and
assistance was provided to assist with orientation. All staff
have Safe Food Handling and Responsible Service of Alcohol
Certificates.
Accommodation Facilities
There are 19 accommodation facilities currently registered.
The registered premises are those which cater for members
of the public who can be associate members of the group or
club which operates the building. Ongoing difficulties were
experienced in carrying out a number of inspections due to
some facilities being closed at the time of each visit. Lodges
inspected were found to comply with requirements.
Statutory Land Use Planning
The Minister for Planning is the responsible authority for the
administration of the Alpine Resorts Planning Scheme as it
applies to the Resort in conjunction with the Planning and
Environment Act 1987.
The Board (through the Urban Design Framework - UDF) which
was developed in 2002 and associated works has:
— encouraged mixed use development where appropriate for
a variety of mixed residential, commercial, entertainment,
recreational and service uses
— promoted consolidation of existing developed areas of the
village
— encouraged re-development of the existing range of
commercial facilities
— promoted the development of infrastructure, commercial and
public services
— provided emergency services.
The Urban Design Framework is the basis of Mt Baw Baw Alpine
Resort’s Planning Scheme. This is also addressed by the Mt
Baw Baw Alpine Resort Management Board Draft Strategic
Wildflowers In Summer Attract Bushwalking Enthusiasts
34
Management Plan.
All development at Mt Baw Baw is subject to Environmental
Management Planning processes.
Property Development /
Management
Mt Baw Baw continues to be a popular Resort with several
potential investors making enquiries during this past year to the
Property Management section.
Leasing
The new Alpine Standard Lease was finalised and approved by
the Minister for Environment and Climate Change in June 2004.
Since its approval Cascade Apartments and Wombat Cabin have
had a new lease granted by the Board. These included the ‘Hot
Bed’ policy.
Lease Registration
In the past, the Alpine Resorts Co-ordinating Council (ARCC)
initiated a project to investigate registration of leases in Alpine
Resorts. The ARCC Project recognised that it was generally
considered beneficial to have the Alpine Leases Registered for a
number of reasons including recognition by financial institutions
of a secure title.
As a consequence of this project and since the introduction of
the new Alpine Lease, all new leases granted at Mt Baw Baw will
have been registered at the Titles Office.
Wombat Cabin lease and the Cascade Apartments have been
successfully registered.
Sub Leasing Activity
Over the past five years, seven apartment subleases changed
hands in the Resort. The retail value of these transactions was in
the vicinity of $1.2M, demonstrating strong interest in property
ownership within the Resort.
Strata Leasing Project
In parallel with the Lease Registration Project, the ARCC
also initiated an investigation into the feasibility of creating a
Strata Lease regime for Apartments in the Alpine Resorts in a
similar vein to the freehold Strata Title concept created in the
Subdivision Act 1988.
At this stage Strata Leasing is not proposed..
The Board’s greatest challenge is to ensure that the Resort
continues to move towards business sustainability.
Resort Viability
— The Resort has continued to review its economic viability
especially in view of a poor snowfall year risk
— The Toboggan Infrastructure Levy continued, resulting in
income of $30,943 and will support the development of a
fourth Toboggan Run
— The Green Season Infrastructure and Parking Levy Ticket
Dispenser is operational all year. There has been discussion
with Lodges to ensure that concessions are given to them
(as the majority of their visits to the Mountain during the
Green Season relate to their volunteer labour at those
Lodges)
— Cross country fees were implemented; however poor
grooming prevented significant Cross Country skiing
activity.
— Even though clubs have been requested to pay according
to the instalment payment program, some Clubs left their
payment until the very end of the financial year (which does
create some cash flow issues for the Resort)
— Resort Management, Ski Hire, Cascade Apartments, Kelly’s,
Skali and Tanjil Lodges were the significant members of the
Co-operative Marketing Campaign
— Increased membership of the Regional Tourism Association
has assisted a greater understanding about the inter
dependency between Mt Baw Baw and the region
— In 2006 the National Institute of Economic and Industry
Research (NIEIR) based on a visitation level of 21,486
Visitor Days calculated a return on $7.9M to the regional
economy. While there are no exact figures available in terms
of benefit to the regional economy in 2011, it is reasonable
to assume that with a visitation of 52,438 Visitor Days that
the benefit to the regional economy would have markedly
increased. Mt Baw Baw Alpine Resort directly employed 58
EFT employees in 2011.
Revitalisation
— A Sponsorship arrangement continued between the Resort
and the Cactus Black Group to support the development of a
new Rail Park Feature
— Resort facilities were open all year ensuring that investment
has been capitalised on, to increase year round use and
improve income
— Walks, utilising existing infrastructure, have been developed
— The Resort Real Estate Revitalisation Project was maintained
— Hotel Accommodation was refurbished utilising internal
resources in 2006. The Hotel Accommodation business had
a considerable profit margin this year
— Several new Terrain Park features were on offer in 2011, and
were very well received by that market demographic
— A Sponsorship arrangement between Cactus Black, RPS and
the Resort continued in 2011.
TABLE J:
Yield
White Season Yield did decrease but overall the trend remains upward.
Mt Baw Baw Annual Yield
(2003 - 2011)
$60.00
$50.00
$40.00
$30.00
Annual
4 Vibrant Economy
Yield
$20.00
$10.00
$-
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Yield $12.96 $18.79 $25.66 $37.68 $37.52 $31.17 $43.22 $39.04 $38.51 $46.58 $42.01
It is also of interest in terms of income related to visitor days
(seen in the Table below) that not only did visitors decrease,
their level of spend decreased as well.
TABLE K:
Visitor Days vs Income
$1,400
30,000
$1,200
25,000
$1,000
15,000
$600
10,000
Visitor
DaysDays
000's
Visitor
Income 000's
Income
20,000
$800
Actual
Income
Visitor
Days
$400
5,000
$200
$0
1
Frosti and Friends
2
3
4
In terms of monitoring our performance:
— Green Season yield is now benchmarked across a number of
Business Units (Accommodation/Food and Beverage)
— As a member of the Australian Ski Areas Association (ASAA)
research is being conducted in relation to further efficiencies
of the lift system
— New prices were set/revised which increased yield without
alienating our customer base
— Some of our packages (green and white season) targeted
high spending customers which have contributed to
maintenance of yield (e.g. Romance Packages).
35
The Business Model
— The Chart of Accounts has been reviewed, to ensure that
products emanating out of Business Units can be monitored
and redeveloped
— A Business Management Model to guide future investment
has been developed
— Processes were continued which reflected transparent,
equitable business arrangements with ‘on mountain’
commercial operators
— Strategies relating to business opportunities (Transport/
Booking Services / Lodge Cleaning / Functions and Catering)
have been developed and implemented
— A Real Estate strategy to attract investment has been
developed (which includes the Hot Bed policy) and
has created the opportunity for additional overnight
accommodation for public use
— Provision of financial reporting and support services has
been reviewed and restructured
— Resort Management has restructured to respond to
changing Resort business operational requirements.
Risk management
— The Resort has comprehensive protection plans in place
— The Resort developed a new database to monitor Resort
Risk Management
— The Board’s Audit, Risk Management and Compliance
Committee oversees risks on a quarterly basis.
5 Environmental
Management
Environmental management is a key responsibility and
commitment of resort management with exotic flora and
fauna management, waste management, land rehabilitation,
catchment management, water sensitive urban design and
Baw Baw frog (Philoria frostii) studies continuing as part
of the Board’s vision and ongoing charter for a cleaner and
greener resort in the future. The Department of Sustainability
and Environment led the frog team on its continued study into
this elusive amphibian, numbers are in decline and the study
is trying to ascertain what factors are influencing its habitat,
mortality and how we can preserve it in the future.
— There is agreement that Resort Budget for 2011/2012 will
include the ongoing employment of the Executive Support
Officer, who can undertake some key roles relating to
environmental management (e.g. implementing the Mt Baw
Baw 2009/2012 Environmental Management Plan)
— Promotional material has been prepared encouraging visitors
to minimise the risk of ‘flora and fauna damage’ and to
accept the responsibility of ensuring that future generations
are also able to access the same unique alpine environment
in years to come.
36
A comprehensive weed spraying program was undertaken
during the reporting period with mapping of sprayed areas
undertaken to ensure a reduction in weed species is observed
in future years. Future spraying programs and associated
mapping will provide a more robust model on which to show
improvement. Target species for this spraying program are
shown below:
Target species
Botanical
(Common Name) Name
Sword Leaf Rush Juncus
ensifolius
Blackberry
Scotch Thistle
Rubus
fruticosus
Onopordun
acanthium
Status
Reduction in infestation
zones evident.
Single plants targeted in
detached areas to stop
further colonisation
zones evident
zones evident
Municipal Waste Management
Improvement in monitoring programs have been implemented
to break down recycling data into more definitive volumes for
the creation of baseline data on which to improve in the future.
The Baw Baw Plateau
— Leaflets relating to the Baw Baw Plateau are made available
to the public
— Fire protection and minimisation strategies / Management
Plans have been developed with both CFA and DSE
— Consultation has occurred with Parks Victoria and DSE, in
the development of the Boulders Trail
— Promotional material has been developed to promote alpine
awareness to walkers and recreational users
— Engagement has occurred with nearby tourist towns to
promote a cooperative relationship (Noojee, Icy Creek, and
Walhalla)
— An agreed position, in relation to access to the National Park
from the Alpine Resort, has been entered into
— An application to Parks Victoria, for the Great Walhalla Alpine
Trail to be licensed, was
renewed in 2011
— The Great Walhalla Alpine
Trail is now ‘Accredited’
and the Walk guided by an
‘Accredited Guide’ (Resort
employee).
Floral and Fauna
Management
Resort Management is currently
working on the implementation
of a GIS (Geographical
Information System) for the
resort area. This will allow
precise mapping of protected
Ecological Vegetation Classes
(EVC’s), Fauna Habitat and
other environmental areas
which require special attention
in relation to management and
Our Waterways
maintenance. This system, once implemented, will allow for
more accurate information in relation to planning, vegetation
offsets and existing resort infrastructure.
Stage two of the whole
of resort vegetation
mapping was completed
during the reporting
period and has been
formatted into both a
hard copy report and
electronic files which
are compatible with
GIS systems. These
files will be used as an
overlay in the future GIS
system and provide an
overall understanding of
the resorts vegetation
assets which will assist
with future planning and
the implementation of
protection zones.
Water Management
— Discussions have continued with the Victorian Department
of Human Services and the Environmental Protection
Authority in relation to the water quality
— Reports are developed and sent to DHS on an annual basis
— Water testing occurs weekly in relation to the ecoli count
— Lodges and Management are investigating the
implementation of water meters on buildings
— A Risk Management Plan relating to Water was developed
and accredited in 2008/09
— Stakeholders have been advised of water quality whenever
change occurs
— An alliance has been formed with Gippsland Water to assist
the Resort in water matters
— The Resort is researching additional catchment
opportunities
— We have successfully completed a third Annual Water Risk
Management Plan.
Mt Baw Baw Resort Management is a ‘water supplier’ as
outlined under the Safe Water Drinking Act 2003, Part 1 –
Preliminary Matters, Section 3 – Definitions of ‘water supplier’
(d) an Alpine Resort Management Board established under the
Alpine Resorts (Management) Act 1997.
As a ‘water supplier’ Mt Baw Baw Resort Management must –
Ì Prepare, implement and review risk management plans
Ì Prepare for the Secretary an Annual Report
Ì Monitor drinking water supply at the customers taps (water
sampling points)
Ì Ensure drinking water supply meets regulated standards
Ì Notify the Secretary if non-complying water is supplied to
the consumer.
Mt Baw Baw Resort Management was fully compliant in
all reportable parameters as outlined under the Safe Water
Drinking Act 2003 and associated regulations. The final annual
report was finalised, approved by the board and submitted to
the Secretary by the approved submission date as required
under the act and regulations.
— Discussions have continued with the Victorian Department of
Human Services and the Environmental Protection Authority
in relation to the water quality
— Reports are developed and sent to DHS on an annual basis
— Water testing occurs weekly in relation to the ecoli count
— Lodges and Management are investigating the
implementation of water meters on buildings
— A Risk Management Plan relating to Water was developed
and accredited in 2008/09 and will be reviewed in 2011-12
— Stakeholders have been advised of water quality whenever
change occurs
— An alliance has been formed with Gippsland Water to assist
the Resort in water matters
— The Resort is researching additional catchment opportunities
— We have successfully completed a second Annual Water
Risk Management Plan.
Under the Safe Drinking Water Act 2003 and associated
regulations, Mt Baw Baw Resort Management was audited in
September 2009. This will reoccur in 2011/12. A consultant will
be engaged with approval of the DHS and all auditable elements
will be reviewed during the audit process. A plan for action will be
formulated in conjunction with DHS and only non-compliances will
be dealt with in a timely manner including a full review prior to the
next audit in 2015.
Waste Water Management
— Research continues in relation to the waste water treatment
plant within the whole ski industry
— The Baw Baw Shire has been kept informed of the progress
relating to waste water management
— Discussions are underway with EPA in relation to waste
water.
Land stability
— The Resort received $234,000 of government Geo Tech
funding to manage our land stability matters — we partially
utilised these funds. The project was unable to be completed
due to a wet summer in 2010/11
— Two other sites were identified in 2010 and some funding
has been applied for to remedy these in 2012/13.
Environmental Management Plan
(EMP)
— A 3 Year Resort Environment Management Plan (including
annual KPIs) was finalised in 2008 and implemented in
2009
— Environmentally appropriate language and environmentally
appropriate signage has been introduced
— The EMP will be reviewed in 2011/12.
37
38
Water
Management
Solid Waste
Management
Biodiversity
Management
Energy &
Greenhouse
Gas Emission
Management
NV
Nv2
Nv3
Nv4
To be resolved
Total weight of CO² produced to Board’s
energy consumption per annum
Total weight of CO² produced per
equivalent person per annum
Reduced Greenhouse emissions from Board activities
Greenhouse emissions from all energy activities at the Resort
Number of activities implemented and
number of activities specified to be
relevant
Renewable Energy Consumption by Board
Activities implemented are to protect the relevant rare, threatened and
endangered species under the Flora and Fauna Guarantee Act 1988; Planning
and Environmental Act 1987; Catchment & Land Protections Act 1994;
the Environmental Protection & Diversity Conservation Act 1999 and state
strategies relating to biodiversity as other agreed and approved plans
Amount of landfill generated to landfill
Annual potable water consumption
within the resort per equivalent person
Potable water consumption (excluding snowmaking)
Solid waste disposed to landfill
The proportion of times the resort
has complied with licence conditions
associated with extraction, supply and
discharge of water
Measure
Compliance with water licence conditions
Performance
Source: Measuring Sustainability in Victoria’s Alpine Resorts: Environmental Key Performance Indicators (2008)*
Area
KPI
Environmental plan KPI scorecard
Philoria Frosti - Our Frog
Partially developed
Baseline data developed
Success
DSE frog research
conducted (6 weeks)
Success
Some developed
baseline data
Partial success
Some developed
baseline data
Success
2010/2011 Success/
Failure
Develop more baseline
data / compare /
improve
Develop compare /
improve
Negative with SP
AUSNET
Frog research
conducted
Reduce by 2%
Complete
ascertainment of
baseline data
Full compliance
11/12 Year Target
Reduce Greenhouse
emissions from Resort
activities
Reduce Greenhouse
emissions from Board
activities
Up – positive outcomes
in terms of Resort
accessing renewable
energy and carbon
neutrality
Maintain number of
activities
Down – further reduce
amount of landfill
generated to landfill
Reduce – enable
comparison and reduce
consumption
Maintain – comply with
licence conditions
3 Year Target
(Maintain/Up/Down)
Managing Recreation and the Environment
On track
On track
On track
On track
On track
On track
On track
On Track /
Off Track
6 Stewardship
The Board attributes high priority to its role of stewardship
activities, which this section lists below and to this end, has
undertaken the following activities:
Communication
Mt Baw Baw ARMB acknowledges the importance of effective
communication channels with stakeholders, visitors, industry
bodies and media groups. In the 2010-2011 financial year, the
Resort actively engaged with these groups through the following
communication mechanisms:
Communication Model
Minister for Environment
& Climate Change
Board
Corporate Plan / Annual Report
Resort Management
Operations
Research &
Development
Guidelines
Stakeholders
Investors
OUTCOMES
Customers
Interest Groups
Stakeholder Communication
Visitor Communication
— Website – an important tool, our website underwent a
‘makeover’ to improve communication to our stakeholders
and the public
— Snow Cam Reports – this service was improved in the 2011
season with quarter-hourly website updates (from 7am to
6pm)
— Mountain Watch (live cam) commenced operations in June
2011
— Resort Ski Area (virtual tours) operated again
— Information Pack – updated for the 2011 season. The ‘Info
Pack’ provides all visitors with up to date information for the
relevant week/weekend
— Environmental Talks – provided throughout the year to
schools and organised groups
— We have News Flashes on our website
— We increased SMS messaging for regular visitors.
— We sent out weekly eNewsletters.
A number of established communication channels with our
stakeholders were utilised in 2010-2011, such as:
— Executive Briefings – held with significant commercial
‘others’. The Executive Briefings have proved to be a
successful stakeholder communication tool
— Mt Baw Baw Ski Club Association Meetings – held four times
a year, providing clubs with important information for the
season. Both the CEO and Board Chair attended meetings
where possible
— Stakeholder Meetings – held at least twice a year. An offmountain consultation was held in November 2010 and an
on-mountain consultation occurred in June 2011
— our website provides regular stakeholder updates. Many
of our corporate documents can be downloaded from the
website. A feature this year was the ‘Virtual Tours’ of many
of our accommodation properties
— Lodge Owner Toolkits were distributed to each Lodge
detailing the contact details of the Guest Services Team;
available research resources and co-operative marketing
opportunities.
39
Industry Communication
— CEO was the Chair of the West Gippsland Regional Tourism
Association until July 2010 when the RTA referred all
business back to Shire Council
— CEO and Marketing Officer attended the Walhalla and
Mountain Rivers Tourism Association meetings
— Marketing Officer attended the West Gippsland Gourmet
Tourism Association
— CEO was a member of the Destination Gippsland Marketing
committee
— The CEO was the foundation Chair of Baw Baw Alpine Local
Tourism Association
— Resort circulates regular industry newsletters and updates
— Resort was represented on the Board for Alpine Resort
Tourism (BART) at both management and marketing levels
— CEO attended the Australian Ski Areas Association and the
ARCC Cooperation Committee meetings.
Media and Public Relations
— $3.2m value of Media monitored for a $380k investment
— Updated media contact database
— Live Broadcasts from 3TR and WIN News
— Coverage in state newspapers (The Age, Herald Sun)
— Pop Magazine focussed on Mt Baw Baw Alpine Resort on
several occasions
— Seasonal media kits were developed and distributed
— Television, print and radio advertising in Gippsland and
metropolitan Melbourne
— Participation in Tourism Victoria’s Alpine Resorts marketing
campaign
— Visiting Journalist Program proved popular
— ‘Grade 5 Ski Free’ was a winner
— Involvement in Tourism Victoria
— Involvement in Snow Australia Branding
— Baw Baw’din (Forum) went ‘international’.
Indigenous Relationships
— The Resort has engaged with the Traditional Owners of
the Mt Baw Baw Plateau (Gunai Kurnai people) in relation
to proposed developments of the Traditional Owners
Settlement Act
— The CEO was a member of the Australian Ski Areas
Association Indigenous Affairs Committee.
Resort Governance
— The Board maintained a Calendar relating to Board
Governance and Regulatory Reporting requirements
— Board and Board Committee meetings were conducted
regularly and as scheduled
— Board Meeting documentation was reviewed and revised
— The Board monitored the performance of the CEO
— The Board monitored the financial position of the Resort
— In this financial year, the Board presented to the Victorian
Minister of Environment and Climate Change, an Annual
Report (including a Financial Report, which was audited by
the Auditor General’s Office), a three year Corporate Plan,
40
and completed the implementation of a 5 year Strategic Plan
— The Board reviewed and prepared an SMP which has been
accepted and Gazetted
— The Board consciously applied the ethics of transparency
and accountability to Board matters
— Membership of the Mt Baw Baw Alpine Resort Board of
Management was publicised on the website; Draft Strategic
Management Plan and the Annual Report were placed on the
website
— The Board has reviewed its own performance.
Leasing Policy
— The Board reviewed several Lease Strategy documents
— The Board/legal representatives developed legal documents
to respond to a request for Lease renewal (Coora Valley
Lodge).
Relationships with the
Broader Community
— The Snow Host Program continued
— The Board consulted with key stakeholders within a planned
and considered timetable
— A solid partnership has been established with the Baw
Baw Shire resulting in the Council contributing to the
maintenance of the new South Face Road over the White
Season 2011
— Highlights of the year were the visits by many journalists.
All were impressed by the Resort’s development and its
contribution to regional tourism
— The CEO and Board Chairman have attended most Baw Baw
Ski Association meetings
— Executive staff participate at Regional Tourism Associations
— The CEO and Members of the Board attend industry bodies
such as the ARCC, ASAA on a regular basis
— Networks have been established with overseas Resorts to
assist in recruitment of staff
— Mt Baw Baw ARMB is one of nine accredited Visitor
Information Centres in the Baw Baw Shire
Celebrate Mt Baw Baw frog with Our Mascots
7 Operations
Undertakings and
Services Provided
The Board provided the following range of services to the
Resort:
Resort Services
— Administration Services
— Asset Management
— Audit Reporting
— Car park Development and Maintenance
— Communications
— Corporate Governance
— Corporate Planning
— Corporate Services
— Crown Land Management
— Emergency Management
— Environmental Planning
— Financial Services
— Land Management
— Marketing, Sponsorship and Public Relations
— Municipal Services
— Postal Services
— Property Referral Authority
— Records Management
— Recycling, Garbage and Waste Disposal
— Resort Access - Road Maintenance and Snow Clearing
— Risk Management
— Sewerage and Drainage
— Stakeholder Management
— Statutory Planning
— Strategic Planning
— Street Lighting
— Telecommunications
— Urban Design
— Water Supply
— Website, inter- and intra-net services.
Visitor Services
— Accommodation Services
— Community Shelters
— Cross Country Trails
— Educational and Physical Fitness Camps
— Entertainment and Security
— Event Co-ordination
— Functions
— Guided walks
— Housekeeping
— Internet Services
— Learn to Ride (Burton Program)
— Medical Centre
— Oversnow Services
— Postal Service
— Public Shelters and Toilets
— Retail Services
— Ride the Groomer
— Road Clearing
— Signage
— Ski Lifting
— Ski Patrolling
— Snow Clearing
— Snow Hosting
— Snow Making (plus Tours)
— Snow Shoeing
— Snow and Weather Reporting
— Snowsports
— Terrain Parks
— Toboggan Parks
— Tourism and Visitor Information
— Traffic Control and Parking
— Trail Grooming
— Transport Services
— Tube Parks
— Visitor Information Services.
Fire Services
Mt. Baw Baw has its own Fire Service (Picket). This service,
manned by our own staff, has been trained to provide a first
response to any fire at the Resort. They are also seconded to
work with the CFA and DSE for other regional / state fires. In the
instance of a building fire, the next line of response is provided
by the CFA. In the instance of a ‘bushfire’, DSE provide the next
line of response. DSE financially support our Fire Brigade.
Recognition and thanks is given to all parties.
Operational Performance
— All members of the management team have reviewed the
Corporate; Business; and Strategic Management Plans
— External expertise have advised on Lifting Services
maintenance
— Costs are reviewed monthly with an ongoing imperative for
viability in both green and white seasons
— The integrated data base (RTP) has improved efficiency
— The accommodation data base (RMS) has been refined,
and the online accommodation booking service has been
reviewed.
— The Management Structure has been reviewed, redesigned
and implemented
41
Outdoor Operations Report
Works undertaken during 2010/2011 summer program included
drainage improvements at various locations within the ski,
toboggan and village areas, revegetation programs, mechanical
overhauls, continuation of the central store relocation and a host
of other ancillary works which will ensure smoother operations
in both the green and white seasons. Lift maintenance was a key
feature undertaken by the lift maintenance crew and contractors
therefore ensuring hassle free operations during the winter
months.
Road clearing operations ran smoothly and wheel chains were
fitted to vehicles for a total of thirty one (31) days for two
wheel drives and ten (6) days for four wheel drive vehicles. The
implementation of new de-icing techniques in 2009 and further
improvements during the 2010 and 2011 seasons enhanced
access arrangements for all vehicles during the 2011 operating
period and no major incidents were recorded for that time.
Lift maintenance was a key feature undertaken by the lift
maintenance crew and contractors therefore providing optimum
operations during the winter months. There is, however, a major
problem with ageing plant.
Ski Field Operations
The 2011 season saw inconsistent snowfalls with the first
falls arriving on June 11. These early snowfalls allowed lifts to
operate for 16 days before all lifts went on to standby pending
further snowfalls. Lifts began operation once more on July
7 and ran continuously for a further 45 days before closing
on August 20. The resort saw a total of 89.5cm of natural
snow for the season with a maximum natural snow depth of
37cm attained during the mid-July period. Snowmaking was
undertaken for a total of 71.5 hours on lower sections of the ski
area and provided an average snow depth in snowmaking areas
of 28cm for the duration of lift operations.
The resort saw 22,975 skier days for the season, a decrease
of 39% on season 2010 against a total of 52,347 visitor days.
This would suggest that only 43% of visitors to the mountain
engaged in lift orientated snow sports which is a 13.5%
decrease on 2010.
TABLE L:
Mt Baw Baw Skier Days
Mt Baw Baw Skier Days
2000
2001
45
2002
40
2003
2004
2005
2006
2007
2008
2009
2010
2011
35
Skier Days 000's
— Team building activities to support staff have occurred
— Staff living and working quarters have improved
— The Snow Host program was successfully co-ordinated.
— The Management Structure has been reviewed, redesigned
and implemented
— Team building activities to support staff have occurred
— Staff living and working quarters have improved
— The Snow Host program was successfully co-ordinated.
30
25
20
15
10
5
0
Lift Maintenance Operations
The Resort aims to provide a safe, efficient and professional ski
lifting product. The ongoing maintenance inspection program
by Snowfield Engineering (NSW) included three (3) inspections,
and has provided independent engineering assessment of
the ski lifts, standard operating procedures and training.
WorkSafe Victoria were also involved in ski lift inspections and
operational inspections prior and throughout the season. These
inspections ensure all operations; maintenance and procedures
are undertaken in full accordance with the relevant regulatory
requirements.
Ski Lift maintenance undertaken during the summer
maintenance program saw the standard scheduled items
addressed including structural, foundation, haul cable, sheave
assembly and electrical maintenance. Non Scheduled items
included Painted Run T-Bar electrification and a complete
rebuild of both the Tank Hill Platter and Painted Run gearboxes
which had been identified as key maintenance items in the 10
year major component maintenance program
Mt Baw Baw maintenance crews now also contribute to an
annual Australia wide ski-lifting forum, run at a different
resort at the end of each season. This gives Mt Baw Baw
Resort Management staff the opportunity to meet with other
industry operators and to share information, discuss upcoming
challenges or proposed changes and to strive for continual
improvement in ski lift operations.
Cross Country Operations
Good cross country conditions were experienced for most the
2011 season, and grooming was undertaken on a daily basis,
or, as conditions permitted. Grooming was undertaken with
the PB 100 Groomer as minor trail widening works had been
undertaken over the 2010-11 summer works period. Further
trail widening works will be undertaken in the 2011-12 summer
works period ensuring further improvements for the 2012
winter season.
The peak of the Cross Country skiing calendar was to be
the 44th Nordic race day to be held on Sunday August 14.
Unfortunately this signature event had to be cancelled due the
insufficient snow cover and was not a favourable outcome for
what is one of the state’s oldest XC ski events. Event organisers
42
are to be commended for their effort and positive input into
what is a signature White Season event for the resort and it is
hoped more favourable conditions are prevalent for the 2012
winter season.
Toboggan Parks
The use of both the Frosti Frog Hollow and Froglets Toboggan
Runs were great not only for guests’ overall experience but also
delivering safer areas for smaller visitors, mitigating the risk of
injury caused by collision with adults. The Board is investigating
the need for another Toboggan Run as Tobogganist visitor
numbers grow!
Ski Patrol Operations
During the 2011 Snow Season the Ski Patrol was called upon to
attend to 147 incidents, 138 of these incidents being classified
as major. As a result of the 147 incidents the Ski Patrol had
to call upon the Ambulance service for transportation and
further medical assistance on 15 occasions, 3 of these being air
evacuations. The reduced number of incidents the patrol was
required to attend this year in comparison to previous years
is related directly to the number of days the resort was fully
operational.
I must say a big thankyou to staff and Ski Patrol Volunteers
for their assistance during the 2011 White Season. New staff
showed initiative and built on their existing skill base in outdoor
education. Senior Ski Patrollers vast experience continues to be
a huge asset to the resort and their assistance with coordinating
the Volunteer Patroller Roster is invaluable.
A Registered Nurse was employed for the peak period of
the White Season. The employment of a registered nurse
significantly reduced the pressure placed on both paid and
volunteer patrollers to provide extended care to casualties
waiting for further medical assistance. It is hoped that this
arrangement can be continued in future seasons to assist the
patrol with ongoing casualty management.
In addition the Volunteer Patrollers have again been most
valuable on the weekends and continue to set exceptional
standards in what are sometimes extremely busy periods for
the patrol. Cooperation between all operational resort staff over
the course of this season has been exceptional and assistance
to the Ski Patrol from those staff during peak periods was there
when required.
A number of new initiatives were implemented by resort
management for the 2011 White Season. A training program
was developed by Resort Management and the Ski Patrol
training team to ensure that the patrol and its members
continued to improve on their existing skills. The scenarios and
papers utilised were able to highlight areas where individual
patrollers and the patrol as a whole may require further
skill development. This process enabled training sessions
throughout the season to be tailored to individual patrollers
needs. I believe the implementation of this program will ensure
that all resort patrollers are able to provide our guests with the
highest possible standards of care and professionalism.
This season the resort was fortunate to secure the services of
Medical Practitioners on a regular basis. Dr Christiansen and a
number of other volunteer medical practitioners made their time
available to us on a total of 7 weekends throughout the 11 week
season. As with the Registered Nurse securing the services
of medical practitioners alleviates the pressure placed on paid
and volunteer patrollers to provide extended care to casualties
waiting for further medical assistance. All volunteer doctors
were of a high standard and were able to provide our guests
with an excellent level of care. We look forward to securing their
services for the 2012 white season.
As in past years a number of items were purchased by the
resort prior to this season to enable more efficient operation
of the patrol both midweek and on weekends. The major item
purchased for Ski Patrol use by the Resort Management this
season was Queue Race Fencing. The purchase of ten portable
Queue Race fences replaced the old ‘Rope & Bollard’ system
which was utilised by the Resort.
The new system provided guests with clear entry points to lifts
as well as a safe area in which to queue.
Finally, thank you to all Management, Staff and Volunteers who
contributed to the 2011 White Season and I look forward to
seeing you all next year at Mt Baw Baw.
Analysis of Injury Statistics:
Incidents by Days of the Week:
Looking at the statistics on a day by day breakdown the
midweek statistics are understandably lower as the resort has
more Visitor Days during the busier weekend period.
Monday, Tuesday and Thursday, Friday incidents are however
on the increase.
This may be due to increased short stays by school and other
user groups, midweek.
Types of Injuries:
The number and type of injuries sustained at Mt Baw Baw
have remained stable over the period of the last five years. The
exception to this is the large increase in Sprains and Strains in
2010 and Other Incidents in 2011. This may be as a result of the
season (low snow) and variable snow conditions experienced
during 2010 or patroller’s identification of injuries when
completing incident forms.
Table M shows the percentage of types of injury sustained.
This graph shows that Sprains & Strains at 30% are by far the
largest percentage of injuries received at Mount Baw Baw.
TABLE: M
Injuries by Percentage 2011
43
Table N(i) shows most incidents occurred in July (which was
the month of most visitations).
TABLE: N (i)
Incidents by Month in 2011
TABLE: N (ii)
Incident Mode Percentage
Comparison in 2011
Table O
Operational Ski Patrol Statistics 2011
Historically August is generally the busiest time of the
season for the Ski Patrol when called to respond to incidents.
Something to note is that across the last three seasons the
number of incidents in July has increased to be comparable
with August. This may be as a result of reasonable snow depths
during the school holiday period across the last three seasons.
The above trend highlighted in Table N (i) was the busiest period
for the patrol with 61% of all incidents occurring during this
period. August was quieter than normal due to the poor season
with only 24% of incidents occurring during this month.
For 2011 these results are directly related to the number of
Visitor Days. July (28329) received in excess of twice the
visitation of June (9498) and August (14520). Should this trend
continue and our number of Visitor Days in July rise from year
to year we may need to look at increasing staffing resources to
cope with the increased workload.
Incidents by Mode:
Looking at Table N (ii) the level of Snowboard incidents has
been gradually increasing against the level of Alpine incidents
across the past three seasons with Snowboard incidents now
making up 44% of the total incidents reported. The above trend
may be as a result of the increasing popularity of Mt Baw Baw
as a destination for Snowboarders and beginner Snowboarders
trying Terrain Parks for the first time.
An interesting trend for this season is the number of incidents
listed as other (27%). This may be attributed to the poor season
and increased visitation by first time guests undertaking snow
play activities.
The overall number of incidents attended by the Ski Patrol for
this year of 147 is down on past years, the exception being
2006 which was also an extremely poor season for both snow
depth and visitor numbers.
Incidents
Visitor Days
Accident Index / Per 1000
Air Evacuations
Road Evacuations
Snow Making and
Grooming Operations
Snowmaking and grooming operations were again a key aspect
of operations with highly competent staff underpinning this area
for the duration of the season. Snowmaking operations operated
smoothly with a lower number of snowmaking opportunities
than the average season and crews worked relentlessly to
ensure all opportunities where utilised to bulk up marginal
natural snowfalls. Snowmaking opportunities where at times
hampered by substantial winds which affected the capacity
to make snow successfully and provided times of inefficiency
therefore lowering potential hours even further.
Grooming became the pivotal part of operations in what was
a below average season. The resort operates and maintains
one Kassborher PB 200 and one Kassborher PB 100 Groomer.
These machines operate nightly therefore ensuring a top
quality product for all snowsports enthusiasts. The purchase
of a Kassborher PB 100 from New Zealand in 2008 was of
great benefit to the resort during the marginal times and was
a fantastic asset on lift lines and around rail park features. The
further purchase of a Prinoth Bison X for the 2011 season
which arrived in the later part of the season saw the realisation
of improved efficiencies and superior finishes which gave
Given that our visitor numbers are generally increasing (52,438
Visitor Days for 2011) the fact that the number and mode of
incidents have remained static across the course of the last
five years shows that improvements made in the ski area with
regard to fencing, signage and grooming have been successful.
Managing Our Snow Cover
44
147
52,438
0.003
3
12
guests, operators and staff a glimpse of what can be achieved in
future seasons with this machine. The purchase of the Bison X
reinforces the resorts commitment to improved snow retention,
superior surface finishes and more reliable operations.
XC grooming was undertaken periodically or when conditions
permitted with the PB100 groomer. There was a drive to
undertake further grooming and commit more hours to XC
Trail grooming during the 2011 season, therefore; providing
an enhanced and superior surface finish and final product in
comparison to earlier seasons. This was well received by the
cross country fraternity and will continue in future years.
Terrain Park Operations
Terrain park operations for 2011 season will be well
remembered as a season of mixed blessings. With early snow
on the ground, lifts operating at the start of the season and the
pre-loved Bison X Groomer on the way, everyone was excited
with possibilities of raising the Resort’s Parks to the next level of
both operations and quality.
Big Air
Bag
Snow farming in the La Descente Park, commonly known as
‘Greenland’ was a major focus of improvement during the
2011 season and proved its worth during the operating period.
The snow farming allowed for longer operating periods under
marginal conditions and enhance the guests experience for the
duration. Strategic snow farming also paid off in the other park
areas and generated and held twice the amount of snow depth
than the un-farmed areas. Valuable lessons were learnt and this
will see further snow farming improvements undertaken during
the 2012 season.
The Battle @ Baw Baw held on Saturday July 23 was in a
doubtful position due to unseasonably warm wet weather and
marginal snowfalls. Meetings were held in the days preceding
the event and the decision was made to go with it, therefore;
every possible resource was acquired to ensure the Staircase
was built and the ‘lips’ formed. The Gods were smiling as the
sky cleared the night before the event, everything froze solid and
blessed with the first sunny day in weeks (and a great range of
riders from all Resorts) the Battle went ‘on’ as another great day
for snowboarding at Mt Baw Baw and Victoria.
Thanks to the Park Crew for their hard work and patience in
what was a challenging season with low snowfalls, warm
weather and variable surface conditions.
The Terrain Park Team have once again gained a load of
experience and improved on lessons learnt which will see a
huge amount of improvement in the 2012 season.
I would personally like to thank all staff, volunteers and
stakeholders for their commitment and hard work, which
ensured the Resort’s success over 2010/2011.
Stewart Galloway
MANAGER — OUTDOOR OPERATIONS
Pure Corduroy
Snow - A Cultural Dream
45
Stewart’s Bio
Stewart has been employed at Mt Baw Baw for the past
19 years. He has been part of the Senior Management
Team for 12 of those years. Stewart has comprehensive
experience in Trade Services, Environmental Management,
Lift Operations, Resort Operations, Resort Development,
and Special Projects. He has also attended a number of
Eco Tourism Conferences and Sustainability Forums and
has extensive overseas travel experience. Stewart also has
a passion for landscape, cultural exchange, environmental
sustainability, eco-tourism and sustainable living. These
attributes linked with his management background ensure
he is a positive contributor to the Management Team.
All of these have been underpinned by both practical/
theoretical training and education.
Stewart resigned and left Mt Baw Baw ARMB on
November 25, 2011.
Snow Sports Report
Despite the extremely challenging weather conditions during
the 2011 season, the Snowsports department grew in terms
of both size and products, and managed to retain a very high
standard of performance throughout. All lessons times were
completely changed, the ‘Academy’ (Instructor training school)
was created, and the largest International team of Instructors
ever seen at Mt. Baw Baw were able to use their skills to help
raise the level of skiing, boarding and x country across the
whole mountain.
help out in other departments, including food and beverage,
driving, the bar, marketing, tube park, housekeeping, admin, the
gate and lifts – in fact everywhere! We also took over the full
time staffing of the Magic carpet, which worked extremely well,
with our children’s supervisor Boom Lee being able to give tips
to beginners on the carpet and encouraging the sale of lessons.
Lessons
One of the biggest changes within Snow Sports this year was
to the lesson times. Group lessons began an hour later, running
at 10am, 12pm and 2pm, with private lessons available for
pre- booking at 9am, 2pm and 3 pm only. The rationale behind
the change was that the 9am group lessons were under booked
(due to it being too early for families to organize themselves)
and at least 50% of clients missed the 9am start putting
pressure on the ticket office to find them a slot later in the day.
Moving the group times gave guests just visiting for the day a
broader window of time to make lessons. The change meant
that classes ran back to back, so Instructors were worked a lot
more intensively. Overall the new structure enabled us to get the
most out of the products we offer, and will be a great framework
for next season.
Due to the diversity and skill sets of our instructors, all
instructors were able to teach a full range of lessons from
beginner to parallel, toddlers to adults. We were able to
offer both race and freestyle ski/ board lessons for the more
advanced end of the market. We also had over 100 request
lessons proving our instructors were extremely popular.
Staff
2011 saw a very near complete change of personnel, including
highly experienced and motivated Australian and International
instructors, who were able to push through a range of new
initiatives.
When the snow was lacking, all staff were extremely willing to
Kids @ School
Terrain Park Drew A Lot of ‘Learners’
46
Having instructors who can teach both skiing and boarding
enabled us to introduce a new product – ‘Free Spirit’ – a
program offered for teenagers that enabled friends to spend
time together no matter what the discipline. We hope that this
model can be used in the future to widen this program for
people of all ages.
or another online schedule so customers can be booked into
classes from all points of sale.
Academy
2011 saw the start of a closer relationship with APSI (Australian
Professional Snowsports Instructors) with the creation of
the Academy: Instructor training school. We had 3 Academy
members who completed their APSI level 1 training with
us which included shadowing classes, personal technical
performance and teaching theory. Better snow conditions would
have seen at least 3 APSI exams staged at Mt. Baw Baw. We
hope to strengthen the Academy next season by hosting Ski,
Snowboard and Adaptive exams here: and look forward to being
able to eventually employ some of our trainees as certified
instructors.
Children
Marketing
To help promote the mountain, Snow sports worked closely
with the marketing department on several initiatives including
educational visits to several local schools and groups. We
continued to assist with promotional trips to the mountain of
VIP’s and famils.
To market the ski school further and allow guests to familiarize
themselves with instructors, all instructors’ photos and bios
were uploaded to the website. We are also working on and aim
to use a simpler system of showing what lessons we can offer
clients.
Lesson Statistics 2011
We were able to continue to build our successful children’s
programs with the addition of a Kids ‘Kaboose’ – a portable
cabin kitted out with games and kitchen facilities. This provided
us with a base for the day camps: to eat lunch, play indoor
games or watch movies when the weather was bad or the
children just needed a break – and proved both a real practical
success and selling point alike.
Due to the success of the Kaboose, we hope to be able to
eventually have a more permanent structure in place to house
our children’s program, assist in promotion of week camps and
lesson package deals, and use as a staffroom for overflow of
staff as our instructor base grows.
Adaptive
We are pleased to announce that a Sit Ski has been ordered, and
will be ready to be used in the 2012 season! This will allow us to
train instructors for our adaptive program, and enable the resort
to cater for a range of more physically disabled customers who
are unable to be fully independent on the snow.
RTP
As expected due to the white season being cut short, the
total number of people taking lessons was down from 2010.
However, the extremely pleasing statistic for Snowsports is that
the conversion rate of people who bought a lift ticket who then
went on to have a lesson was much higher – 22.6% in 2011
compared to 18.9% in 2010.
TABLE P:
Snowsports school trends
P (i)
Total Lessons: 2762
Total Revenue: $229,942
Private Lessons: 484
Revenue: $43,292
Adult Ski
Adult SB
Child Ski
Child SB
XC
94
78
253
52
7
P (ii)
Group Lessons: 2268
Revenue: $186,150
Adult Ski
Adult
SB
A d u l t
LTR
Child
Ski
Child
SB
C h i l d
LTR
School
Ski
School
SB
School
XC
399
191
140
821
167
104
265
118
56
As in the past 2 years, RTP was used by the ticket office for the
sale of lessons. However – it was realized we could maximize
lesson bookings by enabling sales at both Administration and
Retail, and this came into effect in the second half of the season.
We have started looking at options to make the scheduling
and bookings system even more efficient: either by using RTP
47
Table Q (i):
Snowsports Lessons: Discipline
Targets for 2012
Below shows the type of lesson taught by discipline. Alpine
lessons are by far the most popular: Nearly 70% of all lessons
taught are alpine.
From the statistics, there appears to be some easy ways to
increase our lesson revenue for next season. We need to
improve the conversion rate of people buying just a lift ticket
to those who also buy a lesson - this is a massive captive
audience. We would like to see this figure increase to 25%.
Snowsports looks to an exciting future in 2012.
We also need to increase the number of Level 2 + lessons sold.
The target for 2012 should be at least 20%.
Table Q (ii):
Snowsports Lessons: Alpine Groups
For obvious reasons Mt. Baw Baw has always been a resort
for families and first timers. However there is no reason we
cannot expand the more advanced end of the market to inspire
some loyalty from guests who learn to ski here, but feel they
need to go to other resorts to then improve their skills. This
includes plans for a Race Squad for children and Master’s
Trailblazers Club for adults. This will bring return business and
gets the whole family on the hill. We will also promote multi
and consecutive day lesson packages (at discounts) for both
adults and children to boost and fill group lesson numbers and
increase return business.
Snowsports Administration
Below shows the number of Alpine Group lessons beginner
lessons (level 1) vs lessons for people who have skied before
(level 2 or above). This shows that 86% of alpine group lessons
are for beginners.
Challenges in Snow Sports
Mt Baw BAW ARMB remains committed to ensuring that the
Resort is fit for ‘All abilities’. To this end, we have:
— Renewed the Vision Australia Agreement
— Researched opportunities for other ‘disability access’
— Acquired a Sit ski
— Provided further training to staff
— Considered further required resources.
Next year we hope to focus on Cross Country and grow that
sector of the Snow Sports Market. We will also focus on Terrain
Park training for younger adolescents.
We will continue our Kids Camps and will support the
promotion of moving people from toboggans to skis or
snowboards.
Cross Country Consideration
48
It has been a pleasure to manage the Snow Sports School this
past winter and to see products and procedures grow from
ideas to implementation of the Department. I would like to
sincerely thank all staff for helping make this season a success.
Thank you to everyone Resort wide, for their hard work and
dedication this season.
Lisa Cordwell & Michael Holland
SNOW SPORTS CO-ORDINATORS
Outdoor Education Report
The Outdoor Education Section’s mission is to increase Green
Season visitation through developing and selling products as well
as to co-ordinate Events in the White Season.
Mt Baw Baw has been rebadged as a summer fitness training
destination and has to enter the School Camp market. We have
nearly completed our School Camps Accreditation process.
We have also engaged a Personal Trainer who will be available
on a request basis allowing us to offer a Boot Camp product
targeting other groups who want to come up on a fitness retreat.
Fitness retreats and boot camps are an untapped market in the
Gippsland area and offering such products will leverage our
brand new Wellness Centre as well as our alpine environment to
give us a unique point of difference within the marketplace.
School Camps are a longer term goal for Mt Baw Baw and we are
currently looking at suitable school activities which are uniquely
alpine. Two activities which we hold great faith in, are orienteering
and mountain biking. Currently Orienteering Australia is looking
to introduce orienteering. We have offered to work closely with
them in order to successfully introduce orienteering courses in,
and around, Mt Baw Baw.
We already have strong interest of mountain biking clubs.
World Trails completed a feasibility study this year and
established that mountain bike trails would be a great asset in
attracting school camps mid-week in the Green Season. We
would then be able to offer a specific mountain bike school
camp complete with on-mountain accommodation, full catering
and a host of other environmental/team building activities to
complement the main activity of mountain biking.
Hikers and Bushwalkers continue to increase.
The jewel in our Crown is the Great Alpine Walhalla Trail along
with our Mt Baw Baw Walks and our new walk ’The Boulders
Trail’ is now being tested.
Additionally Cyclists see Mt Baw Baw as a huge challenge —
especially being part of the 7 Peak Victorian Cycling Challenge —
one event that visitors love to watch.
Because Mt Baw Baw is much closer to Melbourne and the
growing population of the Latrobe Valley than the bigger resorts,
we can operate much more economically than the other resorts.
We utilise our natural assets and we can leverage off our status
as the ‘learn to’ mountain. We are in a key marketing position to
offer such products.
49
Events
We had a full Events Calendar this White Season. Events often
coincide with a busy weekend.
As usual we opened up the events season with our Signature
Event, the ‘Battle of Baw Baw’ sponsored by Forum/Burton
with associate sponsorship provided by Cactus Black. This
event is on the Australian Snowboard Circuit and attracts high
profile snowboarders and media to Mt Baw Baw boosting our
profile in the industry. Once again the Terrain Park crew did an
outstanding job delivering a world class feature; our purpose
built Staircase, setup for the competition.
Thanks go to Ralph Rottura, Shane Carter, and Jamie Malady
for all their hard work promoting the event and ensuring its
success, early word is they are planning an exciting new format
for the competition next year which is set to create a lot of buzz.
This season we ran one other event sponsored by Melbourne
based snowboard shop RPS the Board Store in Elwood. Thanks
go to Warwick Lee from RPS for his continued support of all
events at Mt Baw Baw and his obvious passion for our ‘little hill’.
Due to our 2010 purchase of a new HD camera we were able to
shoot, edit and then deliver a story to WIN TV within 24 hours
which made the nightly news bulletin on the Monday evening
after the event. This quick turnaround was made possible due
to the cooperation of our own Public Relations Officer who
conducted interviews and prepared the PR message. I can see
significant opportunities in videoing all of our events next year
especially if we were to introduce a weekly video snow report
and build our online presence.
The 2010/11 summer offered successful events held in the
Green Season (one round of the Victorian Downhill Mountain
Bike Series and one round of the National Downhill Mountain
Bike Series). The road cycle event the Baw Baw Classic was also
a highlight. In August, the Tullicouty Cup did not run.
And finally in May we had several Mother’s Day Special Day
opportunities.
Mountain Promotions
Many events were also conducted for staff and visitor
enjoyment. We particularly enjoyed conducting the Girls on
Boards Day. We also undertook another GWAT Familiarisation.
Jack McCowan & Emily Robinson
OUTDOOR EDUCATION & EVENTS
Administration
Postal Services
In 2011, we have implemented a new address for staff (PO Box
102 Rawson 3825). 2011 was a great year for Administration
Services with a dedicated, sound, and harmonious team.
Thank you to all involved!
Other Services
The Administration section also delivers the Land and Lease
Management Support Service as well as all Board Secretariat
services.
The Section ensures the:
— coordination of all cross departmental communications
— promulgation of SMS messaging
— development and operation of Human Resource
administration including the provision of Staff Induction
Manuals and staff uniforms
— development and communication of Resort Policies and
procedures
— efficient management of office stock and supplies
— support to other sections as required.
Jo-Ann Rogers worked as the Personal Assistant to the CEO and
Board Secretariat.
Financial Services
2011 was a productive and busy year for Finance, the White
Season started very quickly in early June and organisation
staff numbers quickly went from 25 to 125. Fortunately we had
implemented our Genesis Pro hand scanners, and although
we had a few teething problems the system certainly justified
50
the investment in terms of improvement in the accuracy of our
timekeeping.
Snow for all abilities
Despite poor visitation, transactions were steady, and with a
small finance team we managed over 14,000 entries that hit the
Mt Baw Baw ‘financial books’, both up to and during the season.
Approximately 4,000 payments were made to employees and
local suppliers and efforts are constantly being made to source
local produce, support local businesses and to maintain as low
a carbon footprint as possible.
The Resort employees mostly live locally or who relocate
to the area, thus contributing to the economies of the local
community. Mt Baw Baw is the largest client of the Neerim
District Community Bank (Bendigo Bank) in South Neerim, and
supports branches in Traralgon, Moe and Warragul.
In 2011 we ceased using our external financial consultants
Coghlan Partners Pty Limited, thank you to Coghlan’s for their
support over the last four years. Kaye Hawkins was hired in late
2010.
We have had an internal audit in April/May 2011 to review our
PCIDSS compliance, an area which is becoming more sensitive
with the increased and varying use of credit cards, we received a
positive result and the few follow up items have been addressed
and remedied.
In order to manage the business more we have invested in
two software packages, one being to assist with Time and
Attendance recording (GenPro) and the other being a very well
supported Asset Management system (Mex) which as well as
monitoring and managing our fixed assets, also manages the
maintenance logs required for various very important pieces of
equipment. This will enable us to prolong asset life and manage
replacement costs.
We look forward to continuing our good working relationship
with suppliers, lodge owners, the Bendigo and Westpac Banks
moving forward into 2011.
Kaye Hawkins
GROUP MANAGER FINANCE & ICT SYSTEMS
Kaye’s Bio
Kaye commenced with Mt Baw Baw Alpine Resort
as Group Manager - Finance and Information and
Communications Technology Services in August 2010.
Kaye is a member of the Australian Institute of Chartered
Accountants and has a Bachelor’s degree with a double
major in Accounting and Management Studies. After
completing her professional year, Kaye commenced her
career in hospitality working for an International Hotel
chain in the Asia Pacific. After twelve years as Financial
Controller for an international HR consulting firm in
Melbourne, Kaye and her family made the decision to
move to West Gippsland, to enjoy what the area has to
offer. The role at Mt Baw Baw was a perfect opportunity
for her to return to the Tourism and Hospitality Industry.
51
Corporate Services
A.
Human Resources
The early snow fall placed new snow season staff under
pressure with limited time to train them before providing service
to a large numbers of visitors in the Opening Weekend. The new
staff members did well in providing good service to provide a
great Opening Weekend of Snow Activities as well as Food and
Beverage to large numbers.
The snow season staff were recruited in May when we put the
prospective staff members through a series of activities to see
how they reacted to the different situations, then interviews, for
different positions.
We put in place a new staff postal service to ensure secure and
reliable delivery of Personal Mail to Staff living on Mt Baw Baw.
In addition to staff living on the mountain we also leased a ‘staff
house’ in Rawson and provided a bus to transport them to
Mt Baw Baw to work. This proved successful with staff living
there, enjoying the experience and people in Rawson, being the
beneficiaries of staff spending their money locally.
In 2011 RTP has undergone a year of further development.
While we successfully implemented a new Voucher System,
Activities Management System and Lift Ticket Scanning
Systems we initially had some issues implementing our
new eStore (online sales) but these were mainly due to the
fact that only a few Banks still support the OCX protocol
that RTP has used. Fortunately, Perisher found an alternate
solution in Payment Express (PSX). Some areas within RTP
were significantly improved in 2011; the greatest area of
improvement was achieved at the Gate with the installation of a
new NextG Antenna. This connection was effectively able to give
the Gate faster internet that what was able to be achieved on
the Resort, resulting in a consistent and fast connection. Other
areas of significant improvement include Food and Beverage.
With new F&B management on board this year, RTP has been
shown in a new light. We are now able to have greater control
of all aspects of F&B sales allowing for improved reporting,
analysis and staff management.
We have developed and refined our Polices and developed
staff, to ensure we provide a safe and secure work environment
where staff are and given equal opportunity and protected from
discrimination.
We are now increasing training opportunities for all staff so we
can grow and develop the skill of our great staff members.
We now offer assistance to managers in terms of recruitment,
induction, training and ongoing support of staff.
B.
Risk Management
The year has been one of change with the move from the
complicated WynRisk to a simpler spreadsheet layout.
This move will ensure that the staff have easy access to the
Register and Plan, the change will mean staffs increased use of
the Register and Plan as it is a lot easier to use.
Staff are undergoing additional training in risk management
as the changeover takes place, department by department as
required.
C.
ICT Services
For the ICT Department, 2011 has been another successful year.
Following last year’s restructure this year has been a year of
consolidation.
This year RMS (Accommodation database) was placed under a
heavy review after finding that it has some severe
inadequacies, particularly with ‘online’ sales. While we have
changed our procedures and RMS have since released upgrades
that will reduce our loss of functionality there are still some
issues that need to be resolved. RTP (Resort wide transaction
database) has recently made announcements that will prove
very exciting as they allow the potential integration of RMS and
RTP.
RTP in 2012 will be the dominant/preferred database used by
most Australian Resorts. Our Staff are part of the Australian
User Group and there is an excellent working relationship
between Mt Baw Baw ICT Management and ICT Management at
other Resorts.
52
Over the past year, RTP has undergone an internal review. This
has shown that a greater investment needs to be placed into
frontline staff training as it had been in the first two years of our
implementation. 2012 will be a year of further consolidation with
no new modules planned.
With the planned Warragul Call Centre going ahead we
upgraded our PABX to allow for the integration of the Call
Centre. This upgrade allows us to move to VoIP and IP
Telephony. By combining these two technologies, we have been
able to reduce our call costs by around 40% and also allow for
greater mobility of our workforce.
While overall numbers of website visitation dropped, this was
in line with the early loss of snow. For the months of June and
July, visitation to the website was significantly up on
previous years. The release of our initial iPhone app saw it
downloaded over 1,000 times from word of mouth. In 2012 this
development will be ‘brought in-house’ to reduce development
time and costs.
This year we expanded our Staff from 1.0 EFT to 2.0 EFT
overall (including project work). We retained the use of Website
Designers (360 South) for major graphics but we are able to
upgrade the content on most pages.
Ian Maxfield
GROUP MANAGER – CORPORATE SERVICES
Ian’s Bio
Ian Maxfield has spent a large part of his working life in
Industrial Relations and Human Resources Management
as well Government. During this time Ian, has gained
Qualifications well as wide practical experience in the
management of Human Resources.
Ian has undertaken several training courses in Risk
Management
Ian has worked with Mt Baw Baw over the last eleven
years and has been employed at Mt Baw Baw since
May 2011, and is responsible for Human Resource
Management, oversight of Risk Management and ICT
Services.
Ian has lived and worked in Gippsland his entire life and is
involved in many local community organisations including
20 years CFA volunteer, Quantum Support Services Board
Member, Land Care and Parish Council and Synod rep for
the Anglican Church in Gippsland.
Ian is enjoying the challenge, helping to develop and grow
Mt Baw Baw Alpine Resort.
TABLE R :
2011 Pricing Resort Entry (inc GST)
Ticket Category
White Season
Resort Entry
Consecutive Day Cap
Season Pass
Buses (non-School,
minimum of 9 people)
Day Entry
Multiday Cap
Green Season
Resort Entry
Season Pass
Fees
$36 per car : weekend
$33 per car : mid-week
$120 per car
$300 per car
$12 per person
$24 per person
$5 per car
$25
TABLE S:
2011 Lift Pricing (incl GST)
Ticket Category
Mid-week per day
Weekend per day
Season Pass
Cross Country Pass
Cross Country Season Pass
Family Special
1 Day (2 Adults + 2 Children)
Extra child
TOBOGGAN PASS
Toboggan Pass = 1 day
Toboggan Season Pass
Adult
$65 #
$69
$720
$9
$115.
Child
$45
$49
$470
$5
$60
$205
$39
$5
$50
# over 70’s are free midweek and $64 per day at weekends
Snow Reporting and Statistics
During the 2011 winter season, Daily Snow Reports were
distributed via email, recorded phone message, the internet
and fax. Snow reports were also provided daily to the Victorian
Snow Reporting Service for distribution to media. The Resort’s
Website was also updated daily with the snow report and digital
‘cam’ footage.
LESSONS: Alpine Skiing, Snowboarding and Cross Country
Adult Child
1 hour private lesson (max 2 people)
$99
1 hour ‘under 6’ private lesson (max 2 children)
n/a
1 hour private cross country lesson
(3 to 6 additional students $30 each)
(max 4 people)
$50
1 hour private freestyle lesson (max 2 people)
$99
Half day private lesson (3 hours) (max 3 people) $275
Full day private lesson (6 hours) (max 6people)
$475
$99
$65
$50
$99
$265
$450
53
8 Tourism
9 Hospitality
The Board considers that it is critically important that Mt Baw
Baw is known as an Alpine Tourist Destination, rather than a Ski
Resort.
Accommodation, Food and Beverage Services, Visitor Amenities
and Entertainment all fall under this heading. The following
activities reflect the outcomes of this year:
— Discussion has occurred with several Lodges in relation to
their capacity to respond to the needs of people with
disabilities
— One more Lodge joined the Resort’s Accommodation
Booking Service and one Lodge left the Service
— The Hotel was popular with younger patrons
— The Cabins/Hotel and a number of other properties were
available all year.
The Mt Baw Baw Alpine Resort Guest Services Department is
made up of the following products:
Tourism – For and at Mt Baw Baw
— We have engaged with tourism market stakeholders to
ensure that they accept that Mt Baw Baw is part of the
tourism industry
— The Resort will continue to discuss the possibility of sealing
of the South Face Road with Baw Baw Shire and DSE
because of its significance to tourism in the sub region
— The CEO and senior staff are members of three tourism
organisations
— The CEO and the Marketing Officer both attend Board of
Alpine Tourism Meetings
— The CEO was Chair of the West Gippsland Regional Tourism
Authority and Destination Gippsland Marketing Committee.
— The Resort successfully renewed its Australian Tourism
Accreditation Program Membership
— The CEO has promoted Mt Baw Baw as the iconic image for
tourism with Destination Gippsland in the Winter Season
— Signage has, and will continue to, improve to and within the
Resort
A) Central Accommodation Booking Service (including Guest
Services in Retail)
B) Housekeeping Service
C) Transportation Service (Buses & Oversnow)
D) Ticketing
E) Retail Services
F) Burton Learn to Ride
G) Wellbeing Centre.
The following information details how the Department
progressed over the 2011 Alpine Year.
Social Clubs Love Mt Baw Baw
— An application for improved signage on tourism roads to
Mt Baw Baw from Melbourne has been lodged through
VicRoads
— The Snow Host volunteer program continues to earn a
reputation for excellent customer service
— We have ‘decals’ on Baw Baw Betty, Baw Baw Bob, Baw Baw
Bruce, Baw Baw Billy and the Marketing Vehicle promoting
the Resort.
54
Indoor Operations
A) CENTRAL ACCOMMODATION BOOKING SERVICE (CABS)
CABS provided an excellent and professional booking service
for the public this year with mid-week bookings being steady
and increasing in the weekend visitation area, for 2011.
In the White Season CABS operated out of two offices, one
being a Call Centre in Warragul which was manned by one full
time (Monday to Friday) staff member and the Administration
Office at Mt Baw Baw operated by four full time staff members
and operated seven days per week.
The Warragul Call Centre took an enormous amount of pressure
off the Administration staff who could then spend more time
with customers and selling products from the office and over
the telephone.
Administration Office
(Guest Services) hours were:
Green Season:
9am – 5pm seven days per week
White Season:
9am – 5pm seven days per week
5pm – 9pm seven days per week
from the Retail outlet.
This year, we saw guests holding back on White Season
bookings mid-week, but weekends overall, were fully booked.
Cabins and self-contained accommodation proved to be the
most popular, followed by apartments & higher standard lodge
accommodation.
Green season packages were very popular with couples and
families coming up to enjoy the serenity and outdoor activities
offered.
This 2011/12 Green Season will see the Guest Services Office
open Monday to Friday, 9am to 5pm by one full time staff
member, and on weekends, Guest Services will be operated by
Village Central Staff.
Thanks to Staff for sharing the workload of the Warragul Call
Centre and for their hard work in the Administration Office.
TABLE T:
Accommodation Income by Year
Mt Baw Baw CAB's Income
$300.0
$250.0
2005
$200.0
2006
Thousands
2007
$150.0
2008
2009
2010
$100.0
2011
$50.0
$Summer
June
July
August
September
October
B) Housekeeping/Lodge Services
Housekeeping and lodge services continue to grow. This year
our housekeeping team consisted of three full time and one part
time housekeeper. In 2012, we will increase this to four full time
staff and an amenities cleaner to work on the weekends.
Green season continues to be steady work for one full time
housekeeper working 5 days per week.
Thank you to our Staff for a fantastic effort this year.
C) Transport
BAW BAW BRUCE:
Baw Baw Bruce (Bus Service) operated transporting guests to
and from the Warragul Train Station 6 days per week.
Our guest figures were down on last year, with only 280 using
the service. Pricing will be reviewed for 2012.
Our driver always had a story to tell the guests and the guests
always commented on his friendly demeanour.
BAW BAW BETTY:
Baw Baw Betty was used as a staff transport bus from Rawson
each day and as a ‘shuttle service’ from gate entry and lower car
parks on the weekends and school holidays. The service was
well received by guests who had to park in lower car parks.
BAW BAW BOB:
Baw Baw Bob was used as a delivery and pick up vehicle
for mountain goods and stock. It’s logo and decals serve to
promote Mt Baw Baw in all of our satellite towns.
D) Ticketing
Gate Entry
Gate Entry operated seven days per week, Saturday to Thursday
from 8.30am to 4pm and Friday from 8.30am to 11pm.
Gate Packs again prove to be a powerful tool for providing
guests with valuable information about the many facets of
the resort. Through this medium we successfully promoted
the Burton Learn to Ride Program; Keep Winter Cool and the
Wellbeing Centre. It also provided information relating to
entertainment and ‘up and coming’ events.
Thank you to our Staff who spent many hours by themselves at
the gate and to the Road Crew Team who regularly dropped in
to say hello and deliver food.
CHAIN FITTING SERVICE:
Baw Baw Sports and Outdoors in Neerim South successfully
applied to the Board for a License and subsequently provided
a Chain Hire and Fitting Service from Gate Entry. This certainly
helped out the Road Crew Team with less incidents occurring on
the road.
HOWLING HUSKY DOG SLED SERVICE
This new popular program was ticketed through Guest Services.
MEET AND GREET SERVICE (Village Entry):
The ‘Tardis’ operated again this year with staff from all areas
manning it each day from 10am to 4pm. The staff sold
toboggan tickets and gave out general information to guests
arriving and departing the mountain.
TICKETING AT MOUNTAIN SPORTS:
Ticketing again ran well with the queue waiting time minimal.
The semi-permanent bollard queuing system will be put in place
again for the 2012 White Season which will again reduce guest
queuing times.
E) Retail Shop
The retail outlet at Snowgum Lodge operated from 8.00am to
9pm 7 days per week.
We increased the level of souvenirs and snack foods and also
introduced the sale of ice creams which proved very popular
with the guests and visitors. We reduced the amount of shop
items due to their lack of popularity, but increased souvenirs.
While income reduced, profitability improved.
Guest Services operated within the Retail Shop and in the
Administration Building and offered accommodation check ins/
outs, bookings and sale of tickets for activities, ski and board
lessons and general inquiries.
Baw Baw Transport
55
Finally
A very big thank you to the Indoor Operations team for their
hard work over the 2011 year. Their dedication, support and
happy faces helped our guests and visitors experience the best
of Mt Baw Baw.
Janine Hunter
GROUP MANAGER – INDOOR OPERATIONS
TABLE U
Retail Income Year Comparison
F) Burton Learn to Ride:
Mt Baw Baw purchased additional boards, boots and bindings
this year as our reputation of an excellent product continues
to grow. The sale of Burton Boards off mountain had minimal
impact this year but with additional advertising in 2012 we are
confident our Burton Learn to Ride will keep moving forward.
The product particularly encourages ‘new’ riders, because of the
Snowsports lessons attached to the rental.
We are also proposing to have a display of boards, boots
and bindings on display at Cactus Black where guests to the
mountain can choose what they want, place and order with
us and it will be ready for collection when they arrive on the
mountain. This will increase our flow of traffic in the store and
also keep the customer happy not having to spend time getting
fitted out.
Castus Black
Our relationship with Cactus Black grows bigger and better
every year. This year we employed staff on behalf of Cactus
Black and ran their shop which worked very well.
Our Staff always had a smile on their face and made everyone’s
visit a memorable one!
G) Wellbeing Centre
Our Wellbeing Centre has markedly grown in popularity this
year with the Rock Pool Spa, Sauna and Massage Services
being used on a regular basis.
Our massage therapist came up each weekend and received
great feedback from all staff and guests who used her services.
Janine’s Bio
Janine commenced with Mt Baw Baw Alpine Resort
Management Board as Group Manager - Indoor
Operations in January 2009. Janine has a number of
years’ experience in operations including Food and
Beverage, Conference and Function Management
and Administration Management. Janine also has a
background in the Legal field spanning 15 years.
Food and
Beverage
Services
The Food and Beverage section of the Resort continued to
operate from existing Mt Baw Baw venues (Sea 2 Sky Sun Deck,
Cafe, Restaurant and Bar at Village Central; Riders Bite Fast
Food Take-Away and Cafe and Hotel at the Alpine Hotel; and the
Snowsports Skiosk Fast Food Takeaway located at the hub of
White Season Snowsports Activities).
In 2011 the Resort’s Food and Beverage strategy changed,
with the decision to differentiate Food and Beverage products
according to Venue, Critical to this decision was the need
for the appointment of a Food and Beverage Operations Line
Manager with experience in Hospitality and exposure to catering
to large crowd numbers. This successful recruitment, resulted
in the immediate implementation of the new direction for the
Food and Beverage services of Mt Baw Baw, with full support
from CEO and Board of Management.
The increase in visitation over the past three years has required
change to cater for the larger volume of customer trade. An
immediate upgrade of existing kitchen facilities and equipment
was required to be undertaken. This occurred in both the Alpine
Hotel and Village Central resulting in custom installation to both
venues of essential industry recognised cooking equipment.
This introduction of equipment was required to address and
improve service time of menu production and increase Point of
Sale revenue.
Continued improvements being undertaken during the Green
Season to all venues has ensured that the required planning and
preparation of our facilities is being addressed. On-site storage
areas are being organised and secured to ensure more efficient
stock control techniques are applied to operations.
56
Sports Bar
Brett’s Bio
Brett is a fully qualified and Award Winning Executive
Chef who has for the last 7 years successfully owned and
operated several food and beverage operations. Formerly,
he was responsible for the recovery of large volume
bistros liaising with Clubs Victoria. Brett also worked with
Country Racing Victoria facilitating catering operations for
large race days.
10 Marketing
Little Mountain, Big Value in 2011
In time this serious approach and implementation to
stock control and security systems will show a significant
improvement of stock on hand and sales reporting. Working
with maintenance and securing essential stock control and
store age areas is key criteria work that has to be addressed as
part of the success to formula of Food and Beverage Service
Operations.
The proposed menu planning for 2012 is well underway and the
opportunity of Mt Baw Baw to establishing a credible food and
beverage destination reputation is quite realistic and achievable.
The sourcing of key kitchen team members to produce the
required Menus has been conducted.
The distinction between menu offerings and service methods at
venues has developed significant improvements from what has
been previously offered on mountain.
Food and Beverage have increased this delivery of Conferences,
Functions and Weddings over the past year. The food and
beverage section looks forward to an exciting and busy 2012.
Brett Marshman
Group Manager – Food & Beverage Services
The Mt Baw Baw tag line for 2011 was again ‘Little Mountain,
Big Value’ which underpins the main focus of the marketing
strategies for the mountain. The Resort again worked under the
Green and White Season premise for marketing initiatives.
The Marketing team focussed on increasing visitors to the
mountain by selling packages and targeting our core markets
to maximise front gate, accommodation, food and beverage, lift
ticket, snow sports and off snow activities yield. By developing
online strategies, implementing promotions and maximising
media and advertising, overall visitation has seen an increase in
2011.
The big change in 2011 has been the growth of the online
marketing space, which has seen a shift towards social media
and online marketing. Nevertheless, traditional methods of
marketing and advertising is still considered a very important
element in the whole marketing mix and have been used in
conjunction with the online portals that has facilitated a more far
reaching audience in Australia and the World.
The focus in 2011 has been a very targeted approach, with
advertising and media being planned to focus on our key
markets of Families, Young Adults and the International
Markets. The emphasis has been to once again highlight the
Resort as an All Year Tourism destination.
Mt Baw Baw Marketing maintains its close relationships with
our marketing stakeholders, with marketing funds being
allocated to promote key industry bodies that promote the
Gippsland region (Destination Gippsland) and resort specific
participation in BART (Board of Alpine Resorts Tourism) and the
new Snow Australia that saw a brand launch in May 2011.
Mt Baw Baw also values and actively participates in the Local
Tourism Associations that facilitate increased tourism into
the Gippsland area. In 2011, these include: West Gippsland
Gourmet Country Tourism Association, Walhalla and Mountain
Rivers Tourism, Baw Baw Alpine Local Tourism Association
57
Green Season 2011 - OVERVIEW
The Green Season was heavily ‘Events focussed’ with
accommodation packages promoted for key holiday weekends
and the cycling events held in January, February and March.
The 7 Peaks Cycling competition was once again a successful
promotion to highlight Mt Baw Baw as a cycling destination.
Numbers are steadily increasing with over 120 keen cyclists
conquering the challenging Mt Baw Baw Tourist Road.
In terms of the growing focus on hitting the international
market, Mt Baw Baw took a huge step to become a Key Partner
with Destination Melbourne in 2011. The Melbourne Visitor’s
Guide and Accommodation Guides now feature Mt Baw Baw’s
accommodation, food and activity offerings.
Off mountain event participation has an important strategy for
Mt Baw Baw in the Green Season – with emphasis on delivering
our all year messages. In 2011, Mt Baw Baw participated in
the Chinese New Year festival in early February that was aimed
at targeting the domestic Chinese Market (Visiting Friends
and Families). This event held in the Melbourne CBD, gained
exposure to over 100,000 people over the 2-day period.
In March, Mt Baw Baw was once again represented at the
Jindi Harvest Festival in Warragul which focuses on the local
Gippsland family market.
White Season 2011
The Resort International marketing became a reality with the
Phillip Island Nature Parks and Mt Baw Baw with the Snow
and Penguins Tour. The Tour was sold into the international
Tour Operators of the Middle East, Indonesia and China. In its
first year an additional 600 international travellers came to the
Resort.
Events are an integral part of the Marketing campaign. Events
are heavily promoted in advertising, however, the challenge
of the dwindling snow conditions in July saw many events
cancelled or rescheduled.
Just ‘Hanging Out’
58
The Opening Weekend saw record crowds, and the family
favourite ‘Baw Baw’s Got Talent’ has now instilled itself as a
yearly calendar event.
The success story of the Battle at Baw Baw continues, with
notable Australian Snowboard riders on show. This event now
reaches millions all over the world, thanks to our sponsors
Forum and Cactus Black who were the founders of this annual
Mt Baw Baw Signature Event.
Christmas in July saw the Resort dressed up with fairy lights
and decorations. The Husky Dog’s led Santa through the village,
which facilitated media and children’s attention. This yearly
event continues to strengthen as a signature family event each
year.
Video snow reports became a reality in 2011 White Season,
which facilitated increased traffic to our Facebook page and
website. Facebook usage in 2011 increased by 75% and
continues to grow each week.
MEDIA AND PR
Mt Baw Baw relies on the support and reach of the local
media in Gippsland. With a mix of radio, TV and newspaper
advertising, and weekly Media Releases to the local area, Mt
Baw Baw saw a consistent promotion throughout the year.
Media relations are an essential part of the overall Marketing
Campaign. There was once again a good mix of media visiting
the mountain throughout the white season. As a result Mt
Baw Baw saw over $2 million of editorial in local and metro
newspapers, online blogs, national magazines, radio and TV.
Destination Gippsland once again facilitated many Media
Familiarisations as part of the region’s Winter Campaign. The
most notable media win for Mt Baw Baw in 2011 was Bridgette
Duclos from Mix FM (Melbourne) who generated great publicity
through her high rating Breakfast Program.
Brigitte Duclos - Family Time
ONLINE AND ELECTRONIC COMMUNICATIONS
Stakeholder relations
Social media has been an integral part of marketing in 2011.
Video snow reports has underpinned the communications to
our audience via online portals, which gave ‘face’ to Mt Baw
Baw each week. The updates and instantaneous nature of
Facebook and Twitter to communicate information, promotions
and answer customer questions has been invaluable.
Relationships with our on and off mountain providers are
maintained through email communications, face to face and
events. Regular meetings and communications on available
specials, packages and in 2011, a pre-season Retailers Night in
Melbourne was trialled with huge success and over 50 retailers
in attendance. Retailer’s Day on mountain was then conducted
as in previous years – even with dwindling snow conditions,
it attracted 20 attendees. The retailer network is a key Word of
Mouth strategy for Mt Baw Baw and it was encouraging to see
that both events were well attended.
The Resort now attracts worldwide attention through partner’s
website and Facebook pages with the cross section of families
and snowboarders participating and joining social pages.
eNewsletters and SMS snow alerts continue to be an important
communication tool for upcoming events, specials and
promotions. The database is growing steadily with over 3000
members.
The new iPhone application launched in August also featured
news feeds and event information, which will facilitate instant
communications to our customers and will become a vital part
of communications and marketing in the future.
Mt Baw Baw was again an integral partner in BART with the
Grade 5 ‘Ski for Free’ once again gaining the attention of
schools and families. With over 250 redemptions and an addon campaign funded by BART that facilitated a snowboarder
focussed radio campaign in the Gippsland region.
Snow Australia participation increased in 2011 – with weekly
phone hook ups and communications with this organisation,
seeing greater exposure for Mt Baw Baw.
The Website is the central information port for marketing
communications, all campaigns seek to direct customers to the
website. In 2011, 46.72% of visits to the website were from new
visitors (Google Analytics statistics) as of December 2011.
Signage
The ARMB has continued to implement a framework of signage
around the Resort for both Green and White Seasons.
Kadri Kutt
GROUP MANAGER – MARKETING
Kadri’s Bio
Kadri has been working in marketing and advertising
for over 15 years on both the client side and now, in
her own business. She holds a Bachelor of Arts degree,
with a major in English and sub major in Marketing .
Her previous roles include the Marketing Management
roles for Sportsco, Nova 100, Timezone and Grill’d
Healthy Burgers. Kadri’s business, The Creative Bunch,
has been running since 2003 and she has worked with
many tourism and organisations to create marketing
campaigns, events and provide strategic direction for
the likes of Luna Park, Phillip Island Nature Parks, Mt
Buller, McDonald’s, Barwon Heads Resort and Cadbury
Schweppes.
Snow Host Program
Kadri’s extensive marketing background, her love of Mt
Baw Baw and enthusiasm to take marketing to the next
level at Mt Baw Baw and has seen her become an integral
part of the Marketing team providing leadership and
marketing campaigns for the past four years
The Resort further developed its Snow Host program after its
successful implementation in the 2006 Winter Season. Once
again the Snow Host Program was deemed successful. The
program saw volunteers visit the mountain predominantly on
weekends providing an information service for visitors. Thank
you to Mike Forwood for once again coordinating the program,
your support was much appreciated.
We will be pursuing The Mt Baw Baw Ambassador’s Program
through one of the Universities next season.
59
Eliza’s Bio
Eliza Lee joined the Marketing team in April after
graduating from RMIT University in 2010 with a Bachelor
of Business (Management) majoring in International
Management. Prior to studying business Eliza completed
two years of Urban Planning which had a social science
focus. While at University Eliza worked as a supervisor
for Peter Rowland Catering and Major Events in
Melbourne and also at Century Inn in Traralgon. Growing
up in Gippsland, Eliza learnt to ski at Mt Baw Baw and
is enjoying living and working close to home. Having
travelled throughout Australia and overseas Eliza has
a strong passion for the tourism and is excited to be
working in the industry. Eliza has enjoyed developing
relationships with local and regional tourism bodies and is
looking forward to engaging further with stakeholders to
develop successful marketing campaign in 2012.
Mayor Diane Blackwood Opening Weekend 2011
12 A Caring Community
The Board is committed to ensuring that the Resort cares for
its Community. Activities that have occurred this year have
included:
Building the Community
Snow Host Program
11 Strategic Awareness
and Engagement
The CEO and the Board undertook activities to ensure that
the strategic direction of the Board is known and understood.
Activities undertaken included:
Gaining Political Support
— Key individuals were identified and accessed to ensure that
the direction of the Resort was understood and accepted
— The CEO and other Senior Staff engaged with other Resorts
(nationally and internationally)
— Baw Baw Shire Councillors visited the Resort on a number of
occasions and the CEO and / Board Chair briefed Council on
a number of strategic matters
— Communication occurred between the Board of Management
and State Government Departments and Ministers, seeking
funding assistance and endorsement
— Regular meetings occurred with commercial groups.
60
— Processes have been developed in stakeholder meetings to
ensure that a two way transfer of information occurs
— Regular newsletters have been developed delivering both
good and bad news, in a positive framework
— Change Management techniques of educating, and
supporting stakeholders assisted the progress of the Resort
— Incentives for club members were offered to Lodges
(discounted food and beverage)
— High quality accommodation was provided to ensure that
critical stakeholders experienced the Mt Baw Baw life style
— Lodges which had fallen into disrepair were rejuvenated and
returned to Public Access
— Staff Lodges were renamed to reflect our unique
geographical, environmental and historical background.
Key Messages
Key Messages were developed and promoted to relevant
audiences. These key messages included:
— Affordability
— Safety
— Accessibility
— ‘Learn To ……’
— Family
— Fun.
Alliances
— The CEO and Board members attended regional and state
forums to ensure awareness of policy and attitude change
— The CEO and senior staff have commenced discussions
with ‘local’ Parks staff to engage them into Resort Strategic
Directions
— An excellent relationship was formed with Phillip Island
Nature Parks.
— Customer Risk Management was promoted at weekly staff
meetings
— Snow safe promotion materials were used throughout the
Resort
— Trip Intentions forms were offered from several venues
in the Resort (Village Central, Kelly’s Lodge and the
Administration Office)
— Occupational Health and Safety Awareness was a major part
in the Staff Induction and Orientation Program.
Fairness and Respect
— Increased signage (utilising symbols) is used in the Resort
— Engagement occurred with disadvantaged and diverse
populations to ensure that they perceive Mt Baw Baw as
being responsive to their needs
— Engagement occurred with Vision Australia and Disabled
Winter sport to promote Mt Baw Baw as a ‘disability friendly’
Resort
— Research was conducted in relation to the provision of
equipment to support the needs of people with a disability
— A policy position was developed in relation to discounting for
personal assistance to people with a disability
— A review of ‘disability friendly ‘accommodation was
conducted
— The Board has designed a ‘disability friendly’ accommodation
unit as part of the Real Estate Revitalisation Project
— Resort Staff were trained to assist people with a disability
— Village Central was designed and built to be able to be
accessed by people in wheelchairs
— Special needs groups were responded to (e.g. People with
vision loss).
— Occupational Health and Safety Awareness was a major part
in the Staff Induction and Orientation Program.
Frosti Lodge
Stakeholder Consults
History
— Legends Lounge has been established in the Alpine Hotel,
and historical photos will be expanded in 2011/2012 in
Village Central
— We will prepare the Resort Interpretation Plan in 2012.
Safety
An ‘In House’ training program was developed and
implemented, to assist staff to be safety conscious:
— Customer Risk Management was promoted at weekly staff
meetings
— Snow safe promotion materials were used throughout the
Resort
— Trip Intentions forms were offered from several venues in the
Resort (Village Central, Kelly’s Lodge and the Administration
Office)
61
Our Regional Tourism Partners
Baw Baw Alpine Tourism Association
Walhalla & Mountain Rivers Tourism Association
West Gippsland Gourmet Tourism Association
Baw Baw Council
West Gippsland Regional Tourism Association
La Trobe City Business Tourism Association
Destination Gippsland Limited
Tourism Victoria
Board of Alpine Resort Tourism
Australian Ski Areas Association
Snow Australia
62
Finance
Mt Baw Baw Alpine Resort Management Board
Financial Statements for the year ended 31 October 2011
Table of Contents
Declaration by Accountable Officers.............................................................................................................................................
Page
64
Comprehensive Operating Statement...........................................................................................................................................
65
Balance Sheet................................................................................................................................................................................
66
Statement of Changes in Equity....................................................................................................................................................
67
Cash Flow Statement ....................................................................................................................................................................
68
Notes to the financial statements
Note 1
Statement of Significant Accounting Policies ................................................................................................. 69-73
Note 2
Income from Transactions...............................................................................................................................
74
Note 3
Expenses from Transactions ...........................................................................................................................
74
Note 4
Other Economic Flows.....................................................................................................................................
74
Note 5
Receivables ......................................................................................................................................................
74
Note 6
Inventories .......................................................................................................................................................
74
Note 7
Property, Plant & Equipment ........................................................................................................................... 75-76
Note 8
Payables...........................................................................................................................................................
76
Note 9
Interest Bearing Liabilities ...............................................................................................................................
76
Note 10
Provisions ........................................................................................................................................................
76
Note 11
Revenue Received in Advance.........................................................................................................................
77
Note 12
Contributed capital...........................................................................................................................................
77
Note 13
Cash Flow Information ....................................................................................................................................
77
Note 14
Cash Assets .....................................................................................................................................................
77
Note 15
Commitments ..................................................................................................................................................
78
Note 16
Superannuation ...............................................................................................................................................
79
Note 17
Contingent Assest and Liabilities ....................................................................................................................
79
Note 18
Capital Commitments ......................................................................................................................................
79
Note 19
Responsible Persons Related Disclosures......................................................................................................
80
Note 20
Financial Instruments ......................................................................................................................................
81
Note 21
Remuneration of Auditors ...............................................................................................................................
82
Note 22
Economic Dependency ....................................................................................................................................
82
Note 23
Events Occurring After Reporting Date ...........................................................................................................
82
Note 24
Equity and Movements in Equity .....................................................................................................................
83
Audit report
......................................................................................................................................................................... 84-85
63
Declaration by Accountable Officers
In our opinion, the financial reports of Mt Baw Baw Alpine Resort Management Board, comprising of the Operating
Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and notes to and forming part of the
financial statements, for the year ended 31 October 2011:
a)
Present fairly the financial transactions of the Mt Baw Baw Alpine Resort Management Board during the
year ended 31 October 2011 and its financial position as at 31 October 2011; and
b) Have been prepared in accordance with the Standing Direction 4.2 of the Financial Management Act 1994,
applicable Financial Reporting Directions, Australian equivalents to International Financial Reporting
Standards and other mandatory professional reporting requirements. At the date of signing, we are not
aware of any circumstances which would render any particulars included in the report to be misleading
or inaccurate.At the date of signing, we are not aware of any circumstances which would render any
particulars included in the report to be misleading or inaccurate.
SIGNED
SIGNED
Ralph Booth
Leona Turra
CHAIRPERSON
CHIEF EXECUTIVE OFFICER
23 DECEMBER 2011
23 DECEMBER 2011
64
SIGNED
Kaye Hawkins
GROUP MANAGER FINANCE
23 DECEMBER 2011
Mount Baw Baw Alpine Resort Management Board
Comprehensive Operating Statement
FOR THE YEAR ENDED 31 OCTOBER 2011
2011
$
2010
$
28,991
654,302
5,391,500
354,767
1,524,946
207,895
16,078
814,620
2,874,000
305,323
2,181,908
275,652
8,162,402
6,467,581
2,681,284
794,656
48,894
457,683
898,364
1,519,133
637,354
2,504,106
785,170
25,937
361,625
805,525
1,468,252
637,873
Total expenses .............................................................................................................
7,037,369
6,588,488
Net result from transactions (Net operating balance)
1,125,033
(120,907)
532
3,010
Total other economic flows included in net result ........................................
532
3,010
Net result ......................................................................................................................
1,125,565
(117,897)
Other economic flows - other non-owner changes in equity
Changes in asset revaluation reserve ...............................................................
5,210,827
-
Total other economic flows - Other non-owner changes in equity ...........................
234,150
-
Comprehensive result..................................................................................................
6,570,542
(117,897)
Note
Income from transactions
Interest ..............................................................................................................
Sale of goods and services ...............................................................................
Government funding .........................................................................................
Site & service charges ......................................................................................
Visitor fees ........................................................................................................
Other revenue....................................................................................................
2(a)
2(b)
2(c)
2(d)
2(e)
Total income from transactions ..................................................................................
Expenses from transactions
Employee benefits.............................................................................................
Depreciation expense........................................................................................
Interest expense ................................................................................................
Village operations..............................................................................................
Administration and corporate services.............................................................
Purchase of goods & services ..........................................................................
Other expenses from ordinary activities ...........................................................
Other economic flows included in net result
Net gain/(loss) on non-financial assets............................................................
3(a)
3(b)
3(c)
3(d)
4
The above Comprehensive Operating Statement should be read in conjunction with the accompanying notes.
65
Balance Sheet
AS AT 31 OCTOBER 2011
Note
2011
$
14
5
1,748,415
16,302
128,331
36,088
1,764,717
164,419
64,623
121,250
19,673,126
62,436
64,669
14,377,790
Total non-financial assets ...........................................................................................
19,858,999
14,504,894
Total assets...................................................................................................................
21,623,716
14,669,313
Financial Assets
Cash assets .......................................................................................................
Receivables .......................................................................................................
Total financial assets ...................................................................................................
Non-financial assets
Inventories ........................................................................................................
Prepayments .....................................................................................................
Property, plant and equipment .........................................................................
6
7(a)
2010
$
Liabilities
Payables............................................................................................................
8
220,775
294,902
Interest bearing liabilities..................................................................................
9
673,145
329,858
Provisions .........................................................................................................
10
339,270
216,236
Revenue in advance ..........................................................................................
11
82,767
91,100
Total liabilities .............................................................................................................
1,315,957
932,096
Net assets .....................................................................................................................
20,307,759
13,737,217
Equity
Accumulated surplus ........................................................................................
24(c)
3,452,617
2,327,053
Asset revaluation reserve .................................................................................
24(b)
11,546,440
6,335,613
Contributed capital............................................................................................
12, 24(a)
5,308,702
5,074,552
20,307,759
13,737,217
Total equity ...................................................................................................................
The above Balance Sheet should be read in conjunction with the accompanying notes.
66
24(d)
Statement of Changes in Equity
Equity at
1 November
2010
Accumulated surplus/(deficit)...................
2,327,052
Net Result........................................
2,327,052
Contributions by owners...........................
Capital appropriations......................
Net Result
Transactions
with owners in
Revaluation
their capacity as surplus on Nonowners
Current Assets
Equity at
31 October
2011
2,327,052
1,125,565
1,125,565
1,125,565
3,452,617
5,074,552
5,074,552
234,150
5,074,552
234,150
234,150
5,308,702
Physical asset revaluation reserve............
Revaluation (decrement)/increment
6,335,613
6,335,613
6,335,613
Total equity at end of financial year...........
13,737,217
Equity at
1 November
2009
Accumulated surplus/(deficit)...................
Net Result
2,444,950 -
Net Result........................................
Revaluation (decrement)/increment
Total equity at end of financial year...........
234,150 5,210,827
20,307,759
Transactions
with owners in
Revaluation
their capacity as surplus on Nonowners
Current Assets
-
-
Equity at
31 October
2010
2,444,950
(117,897)
(117,897) -
-
2,327,052
-
104,857 -
4,969,695
104,857
104,857 -
5,074,552
4,969,695 - 4,969,695 -
Physical asset revaluation reserve............
11,546,440
(117,897)
2,444,950
Contributions by owners...........................
Capital appropriations........................
1,125,565
5,210,827
6,335,613 -
-
-
6,335,613
- -
-
-
-
6,335,613 -
-
-
6,335,613
104,857 -
13,737,217
13,750,257
(117,897)
The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.
67
Cash Flow Statement
2011
$
2010
$
(6,495,687)
3,045,372
5,391,500
(48,894)
28,990
(6,382,432)
3,975,321
2,884,400
(25,937)
16,078
1,921,281
467,430
Cash flows from investing activities
Payments from property, plant & equipment ...................................................
Proceeds from Sale of Assets...........................................................................
(312,642)
532
(618,336)
3,012
Net cash inflow/(outflow) from investing activities ...................................................
(312,110)
(615,324)
Proceeds from borrowing ................................................................................
-
181,915
Repayment of hire purchases and leases.........................................................
(223,237)
(129,140)
Note
Cash flows from operating activities
Cash payments in course of operations ...........................................................
Cash receipts in course of operations ..............................................................
Cash receipts from Government.......................................................................
Interest paid ......................................................................................................
Interest received................................................................................................
Net cash inflow/(outflow) from operating activities ..................................................
13
Cash flows from financing activities
Proceeds from capital contributions by State Government .............................
234,150
104,857
Net cash inflow/(outflow) from financing activities ...................................................
10,913
157,632
Net (decrease)/increase in cash held ...............................................................
1,620,084
9,738
Cash balance at beginning of year....................................................................
128,331
118,593
1,748,415
128,331
Cash balance at end of year ........................................................................................
14
The above Cash Flow Statement should be read in conjunction with the accompanying notes.
68
Notes to the Financial Statements
Note 1:
Statement of significant accounting policies
a) Statement of compliance
The financial report is a general purpose financial report which has
been prepared on an accrual basis in accordance with the Financial
Management Act 1994 and applicable Australian Accounting
Standards and Interpretations (AASs). AASs include the Australian
equivalents to International Financial Reporting Standards. In
complying with AASs, the Board has, where relevant, applied those
paragraphs applicable to not-for-profit entities.
b) Basis of preparation
The financial report has been prepared on a historical cost basis,
except for the revaluation of certain non-current assets and financial
instruments. Cost is based on the fair values of the consideration
given in exchange for assets.
In the application of AASs, management is required to make
judgments, estimates and assumptions about carrying values
of assets and liabilities that are not readily apparent from other
sources. The estimates and associated assumptions are based on
historical experience and various other factors that are believed to
be reasonable under the circumstance, the results of which form
the basis of making the judgments. Actual results may differ from
these estimates.
The estimates and underlying assumptions are reviewed on an
ongoing basis. Revisions to accounting estimates are recognised
in the period in which the estimate is revised if the revision affects
only that period or in the period of the revision, and future periods if
the revision affects both current and future periods.
Accounting policies are selected and applied in a manner which
ensures that the resulting financial information satisfies the
concepts of relevance and reliability, thereby ensuring that the
substance of the underlying transactions or other events is
reported.
The accounting policies set out below have been applied in
preparing the financial report for the year ended 31 October 2011
and the comparative information presented for the year ended 31
October 2010.
c) Period accounting and comparatives
The accounting period covered by this financial report is 1
November 2010 to 31 October 2011.
d) Events after reporting date
Assets, liabilities, income or expenses arise from past transactions
or other past events. Where the transactions result from an
agreement between the Board and other parties, the transactions
are only recognised when the agreement is irrevocable at or before
balance date. Adjustments are made to amounts recognised in the
financial statements for events which occur after the reporting date
and before the date the statements are authorised for issue, where
those events provide information about conditions which existed at
the reporting date. Note disclosure is made about events between
the reporting date and the date the statements are authorised for
issue where the events relate to condition which arose after the
reporting date and which may have a material impact on the results
of subsequent years.
e) Property, plant and equipment
Acquisition
The purchase method of accounting is used for all acquisitions of
assets, being the fair value of assets provided as consideration at
the date of acquisition plus any incidental costs attributable to the
acquisition. Fair value is the amount for which the asset could be
exchanged between willing parties in an arm’s length transaction.
Assets acquired at no cost, or for nominal consideration, are
recognised at their fair value at the date of acquisition.
Where assets are constructed by the Board, the cost at which
they are recorded includes all materials used in construction,
direct labour, borrowing costs incurred during construction, and
an appropriate share of directly attributable variable and fixed
overheads.
Subsequent to initial recognition as assets, land, buildings and
infrastructure assets (water, sewerage and land management (car
parks, roads, and ski parks and trails)) are measured at their fair
value, being the amount for which the assets could be exchanged
between knowledgeable, willing parties in an arm’s length
transaction. At balance date, the Board reviewed the carrying value
of the individual classes of assets measured at fair value to ensure
that each asset materially approximated its fair value.
All other non-current physical assets are to be measured at fair
value.
Repairs & maintenance
Plant and equipment maintenance is managed as part of an
ongoing maintenance program. The costs of this maintenance
are charged as expenses as incurred, except where they related to
the replacement of a major component of an asset, in which case
the costs are capitalised and depreciated. Other routine operating
maintenance, repair costs and minor renewals are also charged as
expenses as incurred.
Revaluations
Non-current physical assets measured at fair value are revalued
in accordance with FRD 103D. This revaluation process normally
occurs every five years, based upon the asset’s Government
Purpose Classification. Revaluation increments or decrements arise
from differences between carrying value and fair value.
Revaluation increments are credited directly to equity in the asset
revaluation reserve, except that, to the extent that an increment
reverses a revaluation decrement in respect of that class of asset
previously recognised as an expense in the net result, the increment
is recognised as income in determining the net result.
Revaluation decrements are recognised immediately as expenses in
the net result, except that, to the extent that a credit balance exists
in the asset revaluation reserve in respect of the same class of
assets, they are debited to the revaluation reserve.
Revaluation increases and revaluation decreases relating to
individual assets within an asset class are offset against one
another within that class but are not offset in respect of assets in
different classes.
Revaluation reserves are not normally transferred to accumulated
surplus on de-recognition of the relevant asset.
Land, building and infrastructure assets were reviewed for material
movements according to FRD103D. A material movement in the
carrying value of land had occurred since the last independent
valuation performed in 2006/07. A full revaluation was undertaken
in the 2010/11 year.
69
Depreciation and amortisation of non-current assets
Depreciation is provided on property, plant and equipment,
including freehold buildings but excluding land. Depreciation is
generally calculated on a straight-line basis so as to write off the
net cost or other revalued amount of each asset over its expected
useful life to its estimated residual value. Leasehold improvements
are depreciated over the period of the lease or estimated useful
life, whichever is the shorter, using the straight-line method. The
estimated useful lives, residual values and depreciation method
are reviewed at the end of each annual reporting period. Note 7(b)
provides details on the estimated useful lives that are used in the
calculation of depreciation on property, plant and equipment.
Sale of fixed assets
In accounting for the sale of fixed assets, only the net profit/
(loss) on the disposal is shown in the Comprehensive Operating
Statement as required under AAS.
f) Impairment of assets
All assets are assessed annually for indications of impairment,
except for: inventories (refer Note 1(g));
If there is an indication of impairment, the assets concerned are
tested as to whether their carrying value exceeds their possible
recoverable amount. Where an asset’s carrying value exceeds its
recoverable amount, the difference is written off by a charge to the
Comprehensive Operating Statement except to the extent that the
write-down can be debited to an asset revaluation reserve amount
applicable to that class of asset.
It is deemed that, in the event of the loss of an asset, the future
economic benefits arising from the use of the asset will be replaced
unless a specific decision to the contrary has been made. The
recoverable amount for most assets is measured at the higher
of depreciated replacement cost and fair value less costs to sell.
Recoverable amount for assets held primarily to generate net cash
inflows is measured at the higher of the present value of future
cash flows expected to be obtained from the asset and fair value
less costs to sell.
g) Inventories
Stores and work in progress are stated at the lower of cost and
net realisable value. Cost is based on the first-in, first-out principle
and includes expenditure incurred in acquiring the inventories
and bringing them to their existing condition. Net realisable value
is determined on the basis of the Boards’ normal selling pattern.
Expenses associated with marketing and selling are deducted to
determine net realisable value.
h) Employee benefits
(i) Wages and salaries, annual leave and sick leave
Liabilities for wages and salaries, including non-monetary benefits,
annual leave and accumulating sick leave expected to be settled
within 12 months of the reporting date are recognised in the
provision for employee benefits in respect of employee services up
to the reporting date, classified as current liabilities and measured
at their nominal values.
Those liabilities that are not expected to be settled within 12 months
are recognised in the provision for employee benefits as current
liabilities, measured at present value of the amounts expected to
be paid when the liabilities are settled using the remuneration rate
expected to apply at the time of settlement.
70
(ii) Long service leave
Liability for long service leave (LSL) is recognised in the provision
for employee benefits
— Current liability unconditional LSL (representing 10 or more
years of continuous service for staff under the resorts EBA
and 7 and more years of continuous service for executives) is
disclosed as a current liability even where the Board does not
expect to settle the liability within 12 months because it will
not have the unconditional right to defer the settlement of the
entitlement should an employee take leave within 12 months.
The components of this current LSL liability are measured at:
— present value - component that the Board does not expect to
settle within 12 months; and
— nominal value - component that the Board expects to settle
within 12 months.
— Non current liability – conditional LSL (representing less than
10 years of continuous service for staff under the resorts EBA
and less than 7 years of continuous service for executives) is
disclosed as a non-current liability. There is an unconditional
right to defer the settlement of the entitlement until the
employee has completed the requisite years of service.
This non current LSL liability is measured at present value.
(iii) Termination benefits
Termination benefits are payable when employment is terminated
before the normal retirement date, or when an employee accepts
voluntary redundancy in exchange for these benefits. The Board
recognises termination benefits when it is demonstrably committed
to either terminating the employment of current employees
according to a detailed formal plan without possibility of withdrawal
or providing termination benefits as a result of an offer made to
encourage voluntary redundancy. Benefits falling due more than 12
months after balance sheet date are discounted to present value.
(iv) Employee benefits on-costs
Employee benefits on-costs (payroll tax, workers compensation,
superannuation, annual leave and LSL accrued while on LSL taken
in service) are recognised separately from provision for employee
benefits.
i) Income recognition
Revenue is recognised in accordance with AASB 118. Income is
recognised as revenue to the extent it is earned. Unearned income
at reporting date is reported as revenue received in advance.
Government Grants and Other Transfers of Income (other than
contributions by owners)
In accordance with AASB 1004 Contributions, government grants
and other transfers of income (other than contributions by owners)
are recognised as income when the Mount Baw Baw Alpine
Resort Management Board gains control of the underlying assets
irrespective of whether conditions are imposed on the Mount Baw
Baw Alpine Resort Management Board’s use of the contributions.
Contributions are deferred as income in advance when the
Mount Baw Baw Alpine Resort Management Board has a present
obligation to repay them and the present obligation can be reliably
measured.
Visitor fees
Revenue is recognised at the point of sale, when services are
rendered or when a rate/tariff is fixed for service charges levied
under Section 13 of the Alpine Resorts (Management) Act 1997.
Site & service charges
Site rental is recognised under the terms and conditions of each
lease and in accordance with the Boards’ role as a Committee
of Management of any Crown land deemed to be permanently
reserved under the Crown Lands Reserve Act 1978. Service
charges are imposed on an annual basis, and revenue is recognised
as income when an invoice is raised by the Board.
Other revenue
Grants and contributions for capital works from all sources
are recognised as operating revenue. However, grants and
contributions received from Victorian State Government that
are deemed as being in the nature of owner’s contributions are
accounted for as Equity – Contributed Capital, in accordance with
FRD 119 Contributions by Owners.
j) Cash and cash equivalents
Cash and deposits, including cash equivalents, comprise cash
on hand and cash at bank, deposits at call and highly liquid
investments with an original maturity of three months or less,
which are readily convertible to known amounts of cash and are
subject to insignificant risk of changes in value.
For the cash flow statement presentation purposes, cash and cash
equivalents includes bank overdrafts, which are included as interest
bearing liabilities on the balance sheet.
k) Support payments
Support payments received from the Department of Sustainability
and Environment during the year ended 31 October 2011 were
brought to account upon receipt 2011: $5,391,500 (2010:
$2,740,000)
l) Receivables
Receivables consist predominantly of debtors in relation to goods
and services, accrued investment income and GST input tax credits
recoverable.
Receivables are recognised initially at fair value and subsequently
measured at amortised cost, using the effective interest rate
method, less any accumulated impairment.
A provision for doubtful receivables is made when there is objective
evidence that the debts may not be collected and bad debts are
written off when identified.
m) Payables
Payables represent liabilities for goods and services provided to
the Board that are unpaid at the end of the financial year. Payables
are initially measured at fair value, being the cost of the goods and
services, and then subsequently measured at amortised cost.
n) Interest bearing liabilities
Interest bearing liabilities are initially measured at fair value, being
the cost of the interest bearing liabilities, net of transaction costs.
Subsequent to initial recognition, interest bearing liabilities are
measured at amortised cost with any difference between the initial
recognised amount and the redemption value being recognised in
profit and loss over the period of the interest bearing liability using
the effective interest rate method.
o) Finance costs
Finance costs are recognised as expenses in the period in which
they are incurred and include:
— interest on bank overdrafts and short-term and long-term
borrowings;
— amortisation of ancillary costs incurred in connection with the
arrangement of borrowing; and
— finance lease charges;
p) Contributed capital
Contributions to the Board are recognised as contributed capital
with the approval of the Minister for Finance and when the transfer
satisfies the definition of contribution by owners as per FRD 119.
Contributed capital is disclosed in the Statement of changes in
Equity and Note 12.
inception of the lease. The lease asset is depreciated over the
shorter of the estimated useful life of the asset or the term of the
lease. Minimum lease payments are allocated between the principal
component of the lease liability, and the interest expense calculated
using the interest rate implicit in the lease, and charged directly
to the Comprehensive Operating Statement. Contingent rentals
associated with finance leases are recognised as an expense in the
period in which they are incurred.
Operating lease payments, including any contingent rentals,
are recognised as an expense in the Comprehensive Operating
Statement on a straight-line basis over the lease term, except where
another systematic basis is more representative of the time pattern
of the benefits derived from the use of the leased asset.
Details of hire purchase commitments are shown in Note 15
r) Goods and services tax
Income, expenses and assets are recognised net of the amount of
associated GST, unless the GST incurred is not recoverable from
the taxation authority. In this case it is recognised as part of the
cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated inclusive of the amount of GST
receivable or payable. The net amount of GST recoverable from, or
payable to, the taxation authority is included with other receivables
or payables in the balance sheet.
Cash flows are presented on a gross basis. The GST components
of cash flows arising from investing or financing activities which
are recoverable from, or payable to the taxation authority, are
presented as operating cash flow.
Commitments and contingent assets and liabilities are presented on
a gross basis.
s) Provisions
Provisions are recognised when the Board has a present obligation,
the future sacrifice of economic benefits is probable, and the
amount of the provision can be measured reliably.
The amount recognised as a provision is the best estimate of the
consideration required to settle the present obligation at reporting
date, taking into account the risks and uncertainties surrounding
the obligation. Where a provision is measured using the cash flows
estimated to settle the present obligation, its carrying amount is the
present value of those cash flows.
t) Commitments
Commitments are disclosed at their nominal value and inclusive of
the GST payable.
u) Contingent assets and contingent liabilities
Contingent assets and contingent liabilities are not recognised
in the balance sheet, but are disclosed by way of a note and, if
quantifiable, are measured at nominal value. Contingent assets
and liabilities are presented inclusive of GST receivable or payable
respectively.
v) New accounting standards for application in future
periods
Certain new AASs have been published that are not mandatory for
the 31 October 2011 reporting period. DTF assesses the impact
of these new standards and advises of their applicability and early
adoption where applicable.
As at 31 October 2011, the following standards and interpretations
(applicable to departments) had been issued but were not
mandatory for the financial year ending 31 October 2011. The
Board has not early adopted these standards.
q) Accounting for leases and hire purchases
Finance leases are recognised as assets and liabilities at amounts
equal to the fair value of the lease property or, if lower, the present
value of the minimum lease payment, each determined at the
71
Standard/Interpretation
Summary
Applicable for
annual reporting
periods beginning
on
Impact on financial statements
AASB 9 Financial instruments
This standard simplifies
requirements for the
classification and measurement
of financial assets resulting
from Phase 1 of the IASB’s
project to replace IAS 39
Financial instruments:
recognition and measurement
(AASB 139
Financial Instruments:
recognition and
measurement).
Beginning 1 Jan 2013
Detail of impact is still being
assessed.
AASB 124 Related party
disclosures (Dec 2009)
Government related entities
have been granted partial
exemption with certain
disclosure requirements.
Preliminary assessment suggests
that impact is insignificant. However,
the statutory authority is still
assessing the detailed impact and
whether to early adopt.
AASB 2009-5 Further amendments
to Australian Accounting
Standards arising from the annual
improvements project [AASB 5, 8,
101, 107, 117, 118,
136 and 139]
Some amendments will result
in accounting changes for
presentation, recognition or
measurement purposes, while
other amendments will relate
to terminology and editorial
changes.
Terminology and editorial
changes. Impact minor.
AASB 2009-8 Amendments to
Australian Accounting Standards
– group cash-settled share-based
payment transactions [AASB 2]
The amendments clarify the
scope of AASB 2.
No impact.
Australian Accounting Standards –
additional exemptions for first-time
adopters [AASB 1]
Applies to entities adopting
Australian Accounting
Standards for the first time,
to ensure entities will not face
undue cost or effort in the
transition process in particular
situations.
classification of rights issues [AASB
132]
The Standard makes
amendments to AASB 132,
stating that rights issues must
now be classed as equity rather
than derivative liabilities.
Beginning 1 Feb 2010
72
AASB 2 does not apply to statutory
authority ; consequently this
standard does not apply.
No impact.
Relates only to first time adopters of
Australian Accounting Standards.
No impact.
The statutory authority does not
issue rights, warrants and options,
consequently the amendment does
not impact on the statements.
arising from AASB 9 [AASB 1, 3, 4,
5, 7, 101, 102, 108, 112, 118, 121,
127, 128, 131, 132, 136, 139, 1023
and 1038 and Interpretations 10 and
12]
This gives effect to
consequential changes arising
from the issuance of AASB 9.
[AASB 5, 8, 108, 110, 112, 119,
133, 137, 139, 1023 and 1031 and
Interpretations 2, 4, 16, 1039 and
1052]
This standard amends AASB 8
Beginning
to require an entity to exercise
1 Jan 2011
judgement in assessing whether
a government and entities known
to be under the control of that
government are considered a
single customer for purposes of
certain operating segment
disclosures.
arising from interpretation 19
[AASB 1]
This standard also makes
numerous editorial
amendments to other AASs.
Consequential amendment to
AASB 1 arising from publication
of
Interpretation 19.
Detail of impact is still being
assessed.
The amendments only apply
to those entities to whom
AASB 8 applies, which are forprofit entities except for-profit
government departments.
Beginning 1 Jul 2010
The statutory authority does not
extinguish financial liabilities with
equity instruments, therefore
requirements of Interpretation 19
and related amendments have no
impact.
AASB 2009-14 Amendments
to Australian Interpretation –
Prepayments of a minimum
funding requirement
[AASB Interpretation 14]
Amendment to Interpretation
14 arising from the issuance
of prepayments of a minimum
funding requirement.
Expected to have no significant
impact.
Limited Exemption from Comparative
AASB 7 Disclosures for First-time
Adopters [AASB 1 & AASB 7]
This amendment provides
limited exemptions from the
requirements of adhering to
AASB 1 and AASB 7 that arise
from AASB 2009-2.
Beginning 1 July 2010
These exemptions are unlikely to
have an impact on the statutory
authority because it is not a first
time adoption.
w) Rounding
Unless otherwise stated, amounts are rounded to the nearest dollar.
73
Note 2: Income from transactions
Revenue includes:
(a)
Interest
Interest on bank deposits
Total interest revenue
(b)
Revenue from Government
DSE support payments
Other Government Funding
Total revenue from Government
(c)
Site & service charges
Annual service charge
Site rental
Total revenue from site & service charges
(d)
Visitor fees
Resort entry fees
Ski field income
Accommodation/Guest Services
Toboggan levy
Miscellaneous
Total revenue from visitor fees
(e)
Other revenue
Marketing
Miscellaneous
Commission received
Staff accommodation
Total other revenue
Note 5: Receivables
28,991
28,991
16,078
16,078
5,391,500
5,391,500
2,740,000
134,000
2,874,000
253,171
101,596
354,767
244,752
60,571
305,323
393,782
863,507
194,046
30,943
42,668
569,838
1,357,146
201,591
38,055
15,278
1,524,946
2,181,908
47,547
23,148
55,004
82,196
43,504
31,808
71,375
128,965
207,895
275,652
Note 3: Expenses from transactions
(a)
Employee benefits
Post employee benefits
Defined contributions
superannuation plans
Salaries, wages, annual leave and
long service leave
Back pay & Long Service Leave
Accruals
Other – FBT and Payroll Tax
Total employee benefits
(b)
Depreciation
Depreciation of non-current assets
(c)
Interest expenses
Hire purchase interest
Other interest
Total interest expense
(d)
Other operating expenses
Audit fees – Note 21
Insurance
Marketing
Other expenses from ordinary
activities
Total other expenses
214,207
242,873
2,200,802
2,090,983
63,191
-
203,084
2,681,284
170,250
2,504,106
794,656
785,170
47,405
1,489
48,894
18,235
7,702
25,937
17,950
109,028
424,614
85,762
17,500
87,392
351,285
181,696
637,354
637,873
Note 4: Other economic flows included in net
result
Net (loss)/gain on sale of non-current
assets
Net gain on disposal of physical asset
74
532
3,010
Current
Debtors
Sundry Debtors
Total Receivables
15,853
449
16,302
36,088
36,088
57,630
6,993
64,623
47,392
15,044
62,436
Note 6: Inventories
Current inventories
Supplies & consumables (at cost)
Fuel (at cost)
Total Inventories
Note 7(a): Reconciliations – Property, Plant & Equipment
Reconciliations of the carrying amounts of each class of property and equipment at the beginning and end of the current and previous financial year
are set out below:
2011
Carrying
Carrying
amount – start
Depreciation
amount – end
of year
Additions
Disposals
Adjustment
Revaluation
expense
of year
Land
3,167,790
338,210
3,506,000
Buildings &
Improvements
6,037,801
1,409
1,278,892
(237,102)
7,081,000
Water & sewerage
infrastructure
1,948,707
330,958
(102,465)
2,177,200
Land Management
2,185,337
794,413
(102,650)
2,877,100
Plant, Vehicles &
Equipment
771,740
861,640
1,373
(288,227)
1,346,526
Ski Lifts
211,090
70,068
2,468,354
(64,212)
2,685,300
Capital Work in
Progress
55,324
(55,324)
Total
14,377,789
933,117
(53,951)
5,210,827
(794,656)
19,673,126
2010
Land
Buildings &
Improvements
Water & sewerage
infrastructure
Land Management
Plant, Vehicles &
Equipment
Ski Lifts
Capital Work in
Progress
Total
3,167,790
3,167,790
6,014,201
252,930
(229,330)
6,037,801
2,035,794
2,181,277
15,309
104,783
(102,396)
(100,723)
1,948,707
2,185,337
792,481
295,001
306,399
(56,291)
(2,041)
(270,849)
(81,870)
771,740
211,090
679,421
(58,332)
(785,168)
55,324
14,377,789
58,079
14,544,623
(2,755)
(2,755)
-
Note 7(b): Property, plant and equipment
The following useful lives of assets are used in the calculation of depreciation:
Buildings and improvements
Plant and equipment
Land management
Water
Sewerage
Ski Lifts
Aggregate depreciation allocated and recognized as an expense during the year
Buildings and improvements
Plant, Vehicles and equipment
Land management
Water & Sewerage
Ski Lifts
Total depreciation expense
2 to 50 years
5 to 10 years
6 to 44 years
11 to 20 years
30 to 40 years
5 to 10 years
237,102
288,227
102,650
102,465
64,212
794,656
229,330
270,849
100,723
102,396
81,870
785,168
75
Note 7(c) Property, plant and equipment
Note 8: Payables
Land
Current Payables
Contractual
Creditors
Accruals
At independent valuation
31/10/11
Buildings & Improvements
31/10/11
Accumulated depreciation
3,506,000
3,167,790
7,081,000
3,936,000
(324,321)
3,611,679
2,959,206
(533,084)
2,426,122
At cost
Total Buildings and
improvements
Water & Sewerage infrastructure
31/10/11
7,081,000
Land Management
31/10/11
2,177,200
1,948,707
2,877,100
10,244
(5,789)
4,455
104,782
(1,813)
102,969
31/10/07
Plant, Vehicles and Equipment
At cost
Total Plant, Vehicles and Equipment
Ski Lifts
31/10/11
2,877,100
2,377,876
(299,963)
2,077,913
2,185,337
2,790,960
(1,444,434)
1,346,526
1,927,948
(1,156,207)
771,741
2,685,300
2,400
2,685,300
(1,800)
600
826,744
(616,254)
210,490
211,090
At fair value
Total Ski Lifts
76
2,228,000
(297,810)
1,930,190
24,478
(5,961)
18,517
2,177,200
At fair value
Total Land Management
Total payables
97,204
103,447
200,651
(12,173)
38,522
27,346
53,695
220,775
2,029
62,128
30,094
94,251
294,902
Note 9: Interest bearing liabilities
Current
Net hire purchase liability
Net finance lease liability
At fair value
Total Water & Sewerage
infrastructure
6,037 801
Statutory
GST Payable
PAYG-Withholding payable
Superannuation payable
94,794
72,286
167,080
Non-current
Net hire purchase liability
Net finance lease liability
Total interest bearing liabilities
133,778
54,608
45,280
179,058
23,073
77,681
445,097
48,990
494,087
673,145
160,112
92,065
252,177
329,858
Note 10: Provisions
Current
Employee Benefits
Unconditional and expected to be
settled within 12 months
settled after 12 months
Provisions related to employee benefit
on-costs
settled within 12 months
settled after 12 months
Total current provisions
Non-current
Employee benefits
Provisions related to employee
benefit on-costs
Total non-current provisions
Total provisions
Employee benefits and related
(a) on-costs
Current employee benefits
Annual leave entitlements
(including leave loading)
Time in Lieu entitlements
Back pay entitlements
Unconditional long service leave
entitlements
Non-current employee benefits
Conditional long service leave
entitlements
223,306
149,342
57,118
280,424
22,295
171,637
32,053
36,433
8,135
40,188
320,612
3,953
40,386
212,023
16,224
3,581
2,434
18,658
339,270
632
4,213
216,236
133,810
22,442
49,796
115,373
-
74,375
56,264
16,225
3,581
Total employee benefits
Current on-costs
Non-current on-costs
Total on-costs
Total employee benefits and related
on-costs
296,648
40,188
2,434
42,622
175,218
40,386
632
41,018
339,270
216,236
Note 11: Revenue received in advance
Current
Lease revenue received in advance
Other revenue
Non-current
Lease revenue received in advance
Aggregate carrying amount of revenue
received in advance
Current
Non-current
8,333
8,333
8,333
8,333
74,434
74,434
82,767
82,767
8,333
74,434
82,767
8,333
82,767
91,100
Note 14: Cash Assets
Cash at the end of the year, as shown in the Cash Flow Statement, is
reconciled to the related items in the Balance Sheet as follows:
GeoTechnical Works Fund
203,230
68,000
Asset Replacement Fund
60,331
Employee Entitlements Fund
Operational Funds
1,545,185
Total
1,748,415
128,331
Asset replacement fund balance should be $322,008 and Employee
entitlements fund should be $94,646. As there were insufficient
operational funds available to cover these amounts, the total
employee entitlements fund and asset replacement fund are being
under-funded (under Board direction).
Note 12: Contributed Capital
The equity from the Alpine Resorts was allocated to the newly
formed bodies by the Minister for Conservation and Land
Management pursuant to section 59 of the Alpine Resort
The allocation received from the Alpine Resorts Commission
included revenue and capital items.
An amount of $4,066,078 represents the capital portion of the
contribution received form the Alpine Resorts Commission as at 30
April 1998. (This amount is included in the total contributed capital
at 31 October 2010 of $5,074,552.)
Equity and movements in equity are summarised in the Statement
of changes in Equity.
Pursuant to Financial Reporting Direction No 2A (FRD 119)
under the Financial Management Act 1994, during the reporting
period, the Board received $104,857 of Contributed capital form
the Department of Sustainability and Environment (nil capital
contribution received 2009).
Note 13: Cash flow information
Reconciliation of results to net cash inflow/
(outflow) from operating activities
Net results
Non-cash movements
Depreciation & Amortisation
Loss/(gain) on disposal of Assets
Movements in assets and liabilities
Decrease/(Increase) in Receivables
Decrease/(Increase) in Inventories
Decrease/(Increase) in Prepayments
Increase/(Decrease) in Payables
Increase/(Decrease) in Provisions
Increase/(Decrease) in Revenue
received in advance
Net Cash inflow/(outflow) from operating
activities
1,125,565
(117,897)
794,656
(532)
785,168
(3,010)
19,786
(2,187)
(56,581)
118,212
29,195
(9,761)
(74,127)
123,034
(362,786)
36,761
(8,333)
(8,452)
1,921,281
467,430
77
Note 15: Commitments
(a)
Revenue
Operating Leases – Crown Land
For operating leases that are non-cancellable leases, the minimum lease payments are expected within the
following periods:
Not later than one year
Later that one year but not later than five years
Later than five years
55,784
46,838
194,898
158,642
628,230
196,210
878,912
401,690
Leasing powers are defined in Section 7 of the Alpine Resorts (Management) Act 1997. Lease terms of up to 99 years are permissible under
this section. The Board also has the power to grant leases up to 21 years as a Committee of Management under the Crown Land (Reserves)
Act 1978. New leases are granted on the basis that the rental will be negotiated at market value. All renewal of leases and/or variations of
leases will be granted on the basis that the rental will be negotiated at market value.
(a)
(b)
(c)
(d)
Payment of Rentals:
New Leases
The Site Holder shall pay to the Board by either of the following methods:
Payment of the site value of the land as determined by valuation at the time of the execution of the lease as a
single up-front payment; or
An initial payment of the site holders interest (determined by valuation) and an ongoing annual market rent
(determined by valuation) for the term of the lease.
Existing Leases
Rental of a lease shall be achieved by payment of market rent (determined by valuation) for the term of the
lease.
Operating Leases
Commitments in relation to leases contracted for at the reporting date but not recognised in the financial
report as liabilities, payable:
Represented by:
Non-cancellable operating leases
Finance Leases
Commitments in relation to finance leases are payable as follows:
Minimum Lease payments
Less: Future finance charges
Representing finance lease liabilities:
Current
Non-current
(e)
Hire Purchase
Commitments in relation to Hire Purchases are payable as follows:
Later than five years
Minimum Hire Purchase payments
Less: Future finance charges
Representing Hire Purchase liabilities:
Current
Non-current
78
25,497
41,280
66,777
49,028
21,668
70,696
66,777
70,696
50,074
50,029
100,103
(5,833)
94,270
34,397
102,808
137,205
(22,067)
115,138
45,280
48,990
94,270
23,073
92,065
115,138
179,651
460,091
69,892
709,634
(130,759)
578,875
71,969
180,851
252,820
(38,100)
214,720
133,778
445,097
578,875
54,608
160,112
214,720
Note 16: Superannuation
Employee superannuation contributions
The Board does not have any unfunded superannuation liability as full contribution has been made by the Board to the relevant funds.
Superannuation contributions for the reporting period are included as part of the employee benefits in the Operating Statement.
Type of funds and contributions made
The name and details of the employee superannuation funds and contributions made by the Board are as follows:
Contribution
Contribution for
Contribution for
Name of Fund
Type
Rate
the year 2011
the year 2010
AMP Life
Accumulated
9%
7,054
8,548
Australian Super
Accumulated
9%
10,407
6,615
AXA
Accumulated
9%
1,450
BT Super for Life
Accumulated
9%
8,091
6,023
Care Super
Accumulated
9%
1,727
Cbus
Accumulated
9%
3,471
5,928
Colonial Mutual Superannuation
Accumulated
9%
5,643
2,309
Commonwealth Life Personal Superannuation
Accumulated
9%
3,823
3,628
GSO Superannuation
Accumulated
9%
8,496
12,284
HESTA
Accumulated
9%
2,366
HostPlus Super
Accumulated
9%
12,139
12,121
ING Superannuation Fund
Accumulated
9%
1,018
MLC Masterkey
Accumulated
9%
2,667
Norwich Union
Accumulated
9%
1,556
REST
Accumulated
9%
4,518
6,148
Tasplan
Accumulated
9%
2,937
5,360
Telstra Super
Accumulated
9%
1,655
4,673
Turra Superannuation Fund
Accumulated
9%
42,938
57,329
VicSuper
Accumulated
9%
117,389
100,069
Vision Super
Accumulated
9%
3,930
Other
Accumulated
9%
5,850
2,957
Total
241,811
241,307
The requirements of the Superannuation Industry (Supervision) Act 1993 are fully complied with
As at 31 October 2011 there were outstanding amounts owing to these schemes of $27,346 (2010 $30,094) (included in creditors and
accruals at Note 8)
Note 17: Contingent assets and liabilities
At balance date the Board had no contingent assets or liabilities.
Note 18: Capital commitments
At balance date the Board had no capital commitments.
79
Note 19: Responsible Persons Related Disclosures
(a)
Responsible persons
The names of the persons who were responsible persons at any time during the
financial year are:
Responsible Minister
The Hon. Ryan James Smith MP, Minister for Environment & Climate Change
From 2 Dec
2010
From 1 Nov
2010
The Hon. Gavin Jennings MP, Minister for Environment & Climate Change
To 31 Oct 2011
To 1 Dec 2010
Board Members
Mr Ralph Booth (Chairperson)
Ms Vicky Papachristos (Deputy Chair)
Mr Wally Tabensky
Mr Randall Cohen
Ms Jacqueline McLeod (appointed 27th October 2011)
Ms Maria Pilipasidis (ceased 31st March 2011)
Accountable Officer
Ms Leona Turra - CEO
(b)
Remuneration
The number of Responsible Persons whose remuneration from the Board was within the specified bands are as follows:
No
No
$0 to $9,999
5
5
$10,000 to $19,999
1
1
$170,000 to $179,999
-
-
$200,000 to $209,999
1
1
Total
7
7
(c)
The remuneration received or due and receivable by the Responsible persons in
connection with the management of the Resort during the reporting period was:
$243,659
$251,087
The relevant amounts relating to the Minister are reported separately in the Department of Premier and Cabinet’s Financial
Statements.
Other transactions
(d)
Ms Leona Turra and her partner own Tanjil creek Lodge located at Mount Baw Baw Alpine Resort. For the year the Lodge
received income totalling $ 48,418 (2010 $50,560) and paid the resort $ 30,826 (2010 $24,126) for maintenance, site
and service fees and snow levies. All maintenance works performed by resort staff are charged at commercial rates. As at
reporting date, the resort owes Tanjil creek Lodge $ nil.
Executive Remuneration
Table 1:
Number of executive officers classifield into ‘Ongoing’ and ‘Special Projects’
All
Ongoing
Special Projects
No.
Var
No.
Var
No.
Var
Executive Officers
2
0
2
0
0
0
Total
2
0
2
0
0
0
Table 2:
Breakdown of executive officers into gender for ‘Ongoing’ and ‘Special Projects’
Ongoing
Male
No.
Special Projects
Female
Vacancies
Male
Female
Vacancies
Var
No.
Var
No.
No.
Var
No.
Var
No.
Executive Officers 0
0
2
0
0
0
0
0
0
0
Total
0
2
0
0
0
0
0
0
0
80
0
Table 3:
Reconciliation of executive numbers
2011
2010
Executive with renumeration over $100,000
2
2
Add
Vacancies
0
0
Executives employed with total renumeration below $100,000
0
0
Accountable Officer (Secretary)
0
0
Seperations
0
0
2
2
Less
Total executive number in June
Note 20: Financial Instruments
(a)
Interest Rate Risk
The Board’s exposure to interest rate risk and the effective weighted average interest rate for each class of financial assets and
liabilities is set out below:
Fixed Interest Rate
Floating
Interest Rate
1 year or
Over 1 to 5
More than 5
Non - Int
2011
$
less $
years $
years
Bearing $
Total $
Financial Assets
Cash
14
1,748,415
1,748,415
Receivables
5
16,302
16,302
Total
1,748,415
16,302
1,764,717
Weighted Average Interest
Rate
4.5%
Financial Liabilities
Payables
8
220,775
220,775
Interest Bearing
9
179,058
494,087
673,145
Total
179,058
494,087
220,775
893,920
Net financial
assets(liabilities)
1,748,415
(179,058)
(494,087)
(204,473)
870,797
Floating
Interest Rate
1 year or
Over 1 to 5
More than 5
Non- Int
2010
$
less $
years $
years
Bearing $
Total $
Financial Assets
Cash
14
128,331
128,331
Receivables
5
36,088
36,088
Total
128,331
36,088
164,419
Weighted Average Interest
Rate
1.97%
Payables
8
200,651
200,651
329,857
Interest Bearing Liabilities
9
106,365
223,492
Total
106,365
223,492
200,651
530,508
Net financial
assets(liabilities)
128,331
(106,365)
(223,492)
(164,563)
(36,689)
(b) Credit Risk Exposure
Credit risk arises from the financial assets of the Board, which comprise cash and cash equivalents, trade and other receivables. The
Board’s exposure to credit risk arises from the potential default of counter party on their contractual obligations resulting in financial loss
to the Board. Credit risk is measured at fair value and is monitored on a regular basis.
(c) Liquidity Risk
Liquidity arises when the Board is unable to meet its financial obligations as they fall due. The Board operates under the Government fair
policy of settling financial obligations within 30 days and in the event of a dispute, will make payment within 30 days from the date of
resolution. It also continuously manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of
high quality liquid assets and dealing in highly liquid markets.
(d) Market Risk
The Board’s exposures to market risk are primarily through interest rate risk with almost no exposure to foreign currency and other price
risks. Objectives, policies and processes used to manage each of these risks are disclosed in the paragraphs below:
81
Interest rate risk
Exposure to interest rate risk is insignificant and might arise primarily through the Board’s interest bearing liabilities. Minimisation of
risk is achieved by mainly undertaking fixed rate or non-interest bearing financial instruments. For financial liabilities, the Board mainly
undertake financial liabilities with relatively even maturity profiles. The Board’s interest bearing liabilities are managed by Treasury Bank
of Victoria and any movement in interest rates are monitored on a daily basis. The Board’s exposure to interest rate risk is set out in the
table below.
Sensitivity disclosure analysis
Taking into account past performance, future expectations, economic forecasts, and managements knowledge and experience of the
financial markets, the Board believes the following movements are ‘reasonably possible’ over the next 12 months.
Interest Rate Risk
Carrying
-2%
+2%
2011
Amount
Net Result
Equity
Net Result
Equity
Financial Assets
Cash
1,748,415
(34,968)
(34,968)
34,968
34,968
Interest Bearing Liabilities (a)
673,145
Total Increase/(Decrease)
(34,968)
(34,968)
34,968
34,968
(e)
2010
Financial Assets
Cash
Interest Bearing Liabilities (a)
Total Increase/(Decrease)
Comparison between carrying amount and fair value
Carrying
Amount
-2%
Net Result
Equity
+2%
Net Result
Equity
128,331
(2,566)
(2,566)
2,566
2,566
329,857
(2,566)
(2,566)
2,566
2,566
Carrying Amt
2011
Fair Value
2011
Carrying Amt
2010
Fair Value
2010
1,748,415
16,302
1,764,717
1,748,415
16,302
1,764,717
128,331
36,088
164,419
128,331
36,088
164,419
220,775
673,145
893,920
220,775
673,145
893,920
294,902
329,858
624,760
294,902
329,858
624,760
Financial Assets
Cash
Receivables
Total Financial Assets
Payables
Interest Bearing Liabilities
Total Financial Liabilities
Note 21: Remuneration of Auditors
Audit fees paid or payable to the Victorian Auditor General’s Office for the audit of the Board’s financial reports. The balance of $17,950
represents accrued audit fees for 2011.
Audit Fees
$17,950
$17,500
Note 22: Economic Dependency
The Board is dependent on the on-going financial support of the Victorian State Government to ensure the Board is able to meet its
obligations as and when they fall due. Accordingly these financial statements have been prepared on a going concern basis.
Note 23: Events Occurring After Reporting Date
There was no event that occurred after balance date that would have a material effect on the accounts.
82
Note 24: Equity and Movements in Equity
(a)
(b)
(c)
(d)
(e)
Contributed Capital
Total contributed capital at the start of the financial year
Capital contributed during the year
Total contributed capital at the end of the financial year
5,074,552
234,150
5,308,702
4,969,695
104,857
5,074,552
Asset Revaluation Reserve
Balance at the beginning of the financial year
Revaluation of Land, Buildings & Infrastructure as at 31 Oct 2011
Balance at the end of the financial year
6,335,613
5,210,827
11,546,440
6,335,613
6,335,613
Accumulated surplus
Accumulated surplus at the beginning of the financial year
Net result
Accumulated surplus at the end of the financial year
2,327,053
1,125,565
3,452,617
2,444,950
(117,897)
2,327,053
Movements in Equity
Total equity at the start of the financial year
Capital contributed during the year
Revaluation of Land, Buildings & Infrastructure as at 31 Oct 2011
Net result
Total equity at the end of the financial year
13,737,218
234,150
5,210,827
1,125,565
20,307,759
13,750,258
104,857
(117,897)
13,737,218
Nature and purpose of Asset Revaluation Reserve
The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets, as described in
accounting policy note 1(e).
83
84
85
Notes
86
Notes
87
Notes
88
Compliance Index – to Disclosure Requirements
The Annual Report of the Mt Baw Baw Alpine Resort Management Board is prepared in accordance with all relevant Victorian
legislation. This index has been prepared to facilitate identification of the Board’s compliance with statutory disclosure
requirements.
LEGISLATION
REQUIREMENT ....................................................................................................
PAGE
MINISTERIAL DIRECTIONS — Report of Operations – FRD Guidance
Charter and purpose
FRD 22B
FRD 22B
FRD 22B
Manner of establishment and the relevant Ministers ...............................................................................
Objectives, functions, powers and duties ...............................................................................................
Nature and range of services provided....................................................................................................
Management and structure
FRD 22B
Organisational structure .........................................................................................................................
Financial and other information
FRD 10A
FRD 12A
FRD 15B
FRD 22B, SD 4.2(k)
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 24C
FRD 25A
FRD 29
FRD 30A
SD 4.5.5
SD 4.2(g)
SD 4.2(j)
Disclosure index .....................................................................................................................................
Disclosure of major contracts .................................................................................................................
Executive officer disclosures ...................................................................................................................
Operational and budgetary objectives and performance against objectives ...........................................
Employment and conduct principles .......................................................................................................
Occupational health and safety policy .....................................................................................................
Summary of the financial results for the year ........................................................................................
Significant changes in financial position during the year .......................................................................
Major changes or factors affecting performance ....................................................................................
Subsequent events ..................................................................................................................................
Application and operation of Freedom of Information Act 1982 ...........................................................
Compliance with building and maintenance provisions of Building Act 1993 ........................................
Statement on National Competition Policy .............................................................................................
Application and operation of the Whistleblowers Protection Act 2001 .................................................
Details of consultancies over $100 000 .................................................................................................
Details of consultancies under $100 000 ...............................................................................................
Statement of availability of other information ........................................................................................
Reporting of office based environmental impacts ...................................................................................
Victorian Industry Participation Policy disclosures .................................................................................
Workforce Data disclosures ....................................................................................................................
Standard Requirements for the Design and Print of Annual Reports ......................................................
Risk management compliance attestation ...............................................................................................
General information requirements ..........................................................................................................
Sign-off requirements .............................................................................................................................
11
11, 12
13, 41
14, 15, 16
Inside Back Cover
19
64
7, 24, 25
16
16
7
7
7, 8, 9
7
18
23
19
22
19
19
18
19
23
16-17
2
12
18
Inside Front Cover
FINANCIAL REPORT
Financial statements required under Part 7 of the FMA
SD4.2(a)
SD4.2(b)
SD4.2(b)
SD4.2(b)
Statement of Changes in Equity ..............................................................................................................
Comprehensive Operating Statement .....................................................................................................
Balance Sheet .........................................................................................................................................
Cash flow Statement ...............................................................................................................................
67
65
66
68
Other requirements under Standing Directions 4.2
SD4.2(c)
SD4.2(c)
SD4.2(d)
SD4.2(c)
SD4.2(f)
Compliance with Australian accounting standards and
other authoritative pronouncements .......................................................................................................
Compliance with Ministerial Directions ...................................................................................................
Rounding of amounts .............................................................................................................................
Declaration by accountable officers ........................................................................................................
Compliance with Model Financial Report ................................................................................................
Other disclosures as required by FRDs in notes to the financial statements
FRD 9A
FRD 11
FRD 13
FRD 21A
FRD 102
FRD 103D
FRD 104
FRD 106
FRD 109
FRD 107
FRD 110
FRD 112C
FRD 113
FRD 114A
FRD 119
FRD 120E
LEGISLATION
Departmental disclosure of administered assets and liabilities ...............................................................
Disclosure of ex gratia payments ............................................................................................................
Disclosure of parliamentary appropriations ............................................................................................
Responsible person and executive officer disclosures ............................................................................
Inventories ..............................................................................................................................................
Non-current physical assets....................................................................................................................
Foreign currency .....................................................................................................................................
Impairment of assets ..............................................................................................................................
Intangible assets .....................................................................................................................................
Investment properties .............................................................................................................................
Cash flow statement................................................................................................................................
Defined benefit superannuation obligations ............................................................................................
Investments in subsidiaries, jointly controlled entities and associates....................................................
Financial Instruments – General Government Entities and public non-financial corporations .................
Contributions by owners .........................................................................................................................
Accounting and reporting pronouncements applicable to the 2010-11 reporting period ........................
Copyright Act 1968
................................................................................................................................................................
Freedom of Information Act 1982 .................................................................................................................................................
Building Act 1983
................................................................................................................................................................
Whistleblowers Protection Act 2001 ............................................................................................................................................
Victorian Industry Participation Policy Act 2003 .........................................................................................................................
Financial Management Act 1994 ..................................................................................................................................................
Multicultural Victoria Act 2004 ....................................................................................................................................................
69
69
71, 73
64
63-83
N/A
N/A
N/A
80
70
69-70
N/A
70
N/A
N/A
68
74
N/A
81
77
72-73
1
18
23
22
23
23 & 70
20
Contact Information
Management Board
Post Office Box 117, Rawson VIC 3825
Phone 03 5165 1136
Facsimile 03 5165 1125
Email [email protected]
Web www.mountbawbaw.com.au
Map Reference Melways Map 528 C5